INDEX Sr. no.

1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21

Sub Topic
Introduction of Trade India Mission and goals Training and development policy Objectives Aims Procedures Roles and Responsibilities Technical development Leadership/Management Development Ment Induction Career Devlopment Conferences Residential events Talent devlopment Importance of training and development Steps in training and development Training strategy ASTD References Questionnaire Biblography

Page no.
2 3 TO 6 7 7 7 8 TO 9 9 TO 10 10 10 11 11 TO 12 12 12 TO 14 15 16 TO 17 18 TO 20 21 TO 24 25 TO 27 28 TO 31 32 33

1.Introduction of Tradeindia
The challenging opportunities and new avenues cropping up in the corporate arena in diverse sectors demands the role of a common mediator to act as bridge between buyers and sellers, importers and exporters, and the like. This service facilitates all in the business world to come to a common platform, thus turning the geologically colossus earth into a tiny global village. Tradeindia is a major entity involved in this task bringing manufacturers, buyers and sellers under one pedestal. Infocom Network Ltd. is an ISO 9001: 2000 certified company, established in the year 1990. Popular as tradeindia.com conceptualised in the year 1996, it has created a niche as India's largest B2B marketplace, offering comprehensive business solutions to the global EXIM community through its wide array of online services, directory services and facilitation of trade promotional events. Our portal is an ideal forum for buyers and sellers across the globe to interact and conduct business smoothly and effectively. With an unmatched expertize in data acquisition and online promotion, Tradeindia subsumes a huge number of company profiles and product catalogs under 1,983 different product categories and subcategories. It is well promoted on all major search engines and receives an average of 20.5 million

Tradeindia is maintained and promoted by INFOCOM NETWORK LTD. Today we have reached a database of 22,44,755 registered users, and the company is growing on a titanic scale with a considerable amount of new users joining/registering everyday, under the innovative vision and guidance of Mr. Bikky Khosla, CEO.

2.Mission & Goal/Corporate Objective

Tradeindia is born with a noble missionthe mission to assemble the trade communities of all the nations of the world under one common platform, the mission to contribute to the development of world business, thereby contributing to the economic development of the respective nations. We are committed to assist all our registered members (companies) in locating and communicating with new business partners from across the globe, and exchanging trade offers in an online environment over the Internet. Our efforts at Tradeindia are directed towards providing useful, authentic and accurate information to the EXIM community and ensuring the best of services and business leads for our clients. With a dedicated marketing team behind us, our site offers grand and unlimited exposure to the manufacturers, importers and service providers by showcasing their products and services at numerous levels, thereby giving them maximum business visibility on the Internet. We also provide our overseas clients, a virtual gateway to enter into the lucrative markets of India, helping bridge the gap between foreign importers and Indian exporters. Tradeindia.com provides a grand base for exporters and manufacturers across the globe to advertise their products and services online. More than 1,983 categories and sub-categories feature listings of products enabling a precise and easy passage for buyers to reach them. The buyers and trading houses can view your details and can directly mail you regarding business related queries. More than 12,19,310 manufacturers and exporters are already availing this service and are fully contented with the kind of exposure this section is providing them. The database on the site gets updated according to the latest developments to provide valuable and relevant search results.

Importers & Buyers

This section facilitates importers and buyers from India and all other countries of the world to exhibit their company details and areas of activity. More than 1,699 categories and sub-categories feature listings of more than 1,75,139 importers and buyers. Minute-by-minute monitoring and updation of data helps you in getting the most relevant and profitable business inquiries.

ServiceProviders
This section features over 2,36,423 service providers working in all spheres of trading and transportation. The database contains far-reaching information about Cargo Agents, Shipping Agents, Freight Forwarders, Clearing and Forwarding Agents amongst others. The interface allows the clients to directly access the agents or post their requirements for the latter to contact them.

Online Catalogs
Tradeindia through its 'online catalog' section provides you with personalised space to showcase your company under elaborate sub-headings like Homepage, Profile, R&D, Newsroom, Factory Tour, Services & Support, Quality Control, Management, Showroom, etc. You can publish colored photographs of your company, products and services in the catalog. This visually impressive section provides a complete picture enabling a practical experience of what is required and what is being offered.

TradeLeads
Our 'Trade Leads' section provides a free interactive board where you can post/buy/sell business offers. You can also post featured Trade Leads along with product photograph and avail maximum visibility for your product/service on the B2B e-marketplace. Infocom Network Ltd. is headquartered in New Delhi, India. All operations of tradeindia.com are handled from our Head Quarter & through our branch offices spread across all major business hubs of the country. Our pan India operations helps us in catering to the needs of our privileged customers and users globally. To get information or to reach out to any of our network offices, simply click on the city names highlighted on the map below.

Customers Feedback
At tradeindia we belive that asking for feedback is a guidance mechanism for continuous improvement. Please spare a moment to fill in this form and give us your valuable comments or suggestions, which can help us provide a better online marketplace to suit your business needs. Feedback is the gateway to have a public overview of the status and functions of a company in the form of criticism, both positive and negative, thereby bringing in suggestions for innovation as well as improvement. At tradeindia, we welcome the feedback from our venerated users, which will act as a guidance mechanism for continuous improvement.

Tradeindia has entered into banner exchange with over 200 leading companies on the Internet to provide the trade community and consumers with an efficient marketplace for online business. These companies are located in as many as 50 different countries. For more information on our partners across the world, simply click on the particular continent.

3.Training and Development Policy and Procedures Policy

The Agency is committed to excellence in people development in order to maintain and enhance its position as a world class spectrum manager. We aim to create a culture of learning throughout where individuals take responsibility in partnership with the Agency for their development. The Agency recognises the need to develop its people so that they are fully equipped to deliver the Agency's business objectives; both now and however they may change in the future.

4.Objective
To ensure that the Agency has people with the appropriate knowledge, skills and behaviours to meet its business objectives in both the short and longer term. And to allow our people to achieve their potential and career aspirations both within the Agency and the wider Civil Service.

5.Aims
To equip people with the technical skills required To provide leadership and management development to all managers within the Agency. To identify the development needs of the Agency and those of individuals and balance the two. To ensure that development needs are identified as part of the business planning process and reviewed regularly. To promote the use of the full range of development opportunities, ensuring that where a formal course is chosen it is the most appropriate solution. To ensure equality of access to all development opportunities. To provide career development for all. To provide personal and tailored consultancy services to help individuals and teams meet their needs. To provide effective induction for all new appointees and people moving jobs. To ensure the effective delivery of mandatory training e.g. Health and Safety, Equal Opportunities etc To ensure the appropriate skills are in place to deliver the e business strategy

6.Procedures
Identifying Needs Individual - these should be identified as part of the PAP process. When individuals work objectives have been agreed they should, with their line manager, then consider the development needs to enable them to meet those work objectives. At the same time individuals should consider their longer-term career aspirations and identify the development needs arising from these. These should always be discussed with line managers who will need to take account of the needs of the whole team and operational requirements before agreeing. Team - these too should be identified by team leaders and HBUs as part of the BARP process and notified to the Head of Training and Development. Organisational - these may arise as the result of new IS projects, changes in legislation, the introduction of new policies or procedures etc and should be considered by directors and HBUs as part of the Business and Resource Planning (BARP) process which takes place in September/October each year. They should be included in business plans and notified to the Head of Training and Development at the same time to allow for money to be bid for. Other needs may be identified through the year as a result of specific interventions e.g. the communications audit, an IiP assessment, reviews etc. Again, the Head of Training and Development should be advised at the earliest opportunity to allow for resources to be made available and the appropriate planning to take place Development needs should be reviewed formally at least twice a year during the appraisal process.

Meeting needs
Individual - once the PAP is received in the T&DU the individuals Development Advisor will contact them to discuss the detail of the need and how that need might best be met. Depending on how the need is to be met the Development Advisor or the individual will need to take appropriate action completing Form RA2101 as part of this process. Before undertaking any development opportunity the individual needs to set specific learning objectives. This should take place in a discussion with the line manager to determine precisely what is to be gained in terms of knowledge, skills and behaviour from the event. Team - again the training and development unit will support line managers in carrying out a training needs analysis and identifying the most appropriate solution. Wherever possible they will provide a tailored solution to the particular need identified. Organisational - once a broad need has been identified a more specific training needs analysis will be carried out by the training and development unit. This will enable them to specify the requirement and 8

determine the most appropriate way of meeting the needs. With large programmes this will be discussed and agreed in principle with the Training Development Policy Committee, and in certain circumstances, the Management Board. More specific details will then be discussed and agreed with HBUs to ensure their requirements are taken into consideration.

Evaluation Learning must contribute to both business success and personal development and overarching this is the need to ensure that the Agency achieves value for money. For these reasons there must a robust process of evaluation in place. All development activity will be evaluated in accordance the Agency's Evaluation Guide.

7.Roles and responsibilities

Individual - the prime responsibility for identifying training and development needs and co-ordinating the process of addressing those needs is that of the individual with their line manager. Support to achieve this can be obtained from the Development Advisors. Line manager - helping to identify needs, identifying options to meet those needs and measuring the impact of development on the business of the team or unit; inducting new members of the team Head of the Engineering Profession - has the overall responsibility for the development of engineering skills within the Agency. Also has a key role in the Career Development Programme for Engineers supporting individuals to meet their career aspirations and ensuring the Agency has the appropriate skills to meet its long term business challenges. (Other specialists statisticians, economists and IT staff also have heads of profession but these are located within the DTI) Head of Training and Development - identifying Agency wide development programmes in conjunction with the policy/business sponsor; owner of induction process Training and Development Manager - managing the Leadership Development Programme, Growing Leaders programme and the induction course. IiP Project Manager. Managing Agency wide evaluation programmes Technical Training Consultant - ensuring that technical development needs are met across the Agency. Managing the Wray Castle contract and ensuring that additional providers are identified where appropriate. Career development Co-ordinator for the engineering Career Development Programme Development Advisors - working with individuals and their line managers to correctly identify needs and the most appropriate solutions. Where appropriate organising the development activity.

Ensuring the needs of the Agency are met The Training and Development Policy Committee has recently been reformed to consider training and development needs more strategically. The Committee is made up of representatives from across the Agency who will in addition to the processes described above provide a view of the broader business issues that will influence the longer-term needs of the Agency. They will also contribute to setting and prioritising the budget although accountability rests with the Head of Training and Development. They will also, on behalf of the Board, evaluate the contribution of training and development to the business success of the Agency.

Equal Opportunities and Diversity The Agency is committed to ensuring equality of opportunity in the development of its people. This means that we have a range of initiatives to ensure that this is achieved. These include: diversity and equal opportunities awareness; the monitoring of the take up of different development events; and a range of development opportunities to meet individuals needs and personal circumstances. If any individual feels they have been denied access to development they should in the first instance discuss the matter with their line manager. If they remain dissatisfied then they may discuss the matter further with either Alison Korzec or Pauline Stratford.

8.Technical Development
Technological changes in radio communications are occurring all the time and the Agency and its people must be equipped to take on these changes. The emphasis will be on identifying individual needs and meeting those needs very specifically. External and commercial courses and seminars will continue to be offered, however there will be an increasing use of internal expertise.

09.Leadership/Management Development
The development of all managers within the Agency is a key strand of the training and development strategy. The identification of leadership/management potential will happen via the Growing Leaders Programme. The Leadership Development Programme is designed to equip all middle and senior managers with the necessary skills and behaviours to lead the Agency to meet business challenges. All managers are expected to participate in the programme and actively pursue their own development plans with the support of their line manager and the Training and Development Manager.

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10.Induction
Everyone new to the Agency and existing people who change jobs within the Agency must receive an appropriate induction. For new people this includes attending the three-day programme run by T&DU.

11.Career Development
All members of the Agency have the right to expect their careers to be developed and line managers have a key role in ensuring that individuals receive the support and practical help required to meet their aspirations. There will always be a balance between meeting day to day business requirements and allowing individuals the scope to develop more widely and line managers are accountable for achieving this balance. The Career Development Programme for Engineers is specifically designed to meet the needs of engineers from RST to RS7. A separate policy exists here. Further information can be obtained from the Technical Training Consultant within T&DU who acts as the overall co-ordinator for the Programme. A similar programme for administrators will be developed and implemented within the financial year 2001/02.

The Unified Training and Development Budget

The budget is developed annually through the BARP process and is managed by the Training and Development manager on behalf of the Head of Training and Development who is ultimately accountable to the Chief Executive.

Travel and subsistence to attend development events

Management of and accountability for the budget are the same as for the unified Training and Development Budget. It covers only UK T&S. Any overseas travel and subsistence relating to attendance at conferences must be met from business unit budgets. Individuals are expected to make use of the most economical means of travelling to development activities. Standard rate of mileage will only be authorised if it is the most efficient and effective use of public funds. T&DU should be consulted if there is any doubt and will reduce claims to public transport rate if they have not been consulted and there is doubt as to the reason why standard rate has been claimed.

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Lunch will only be provided at in house events if there are participants who have traveled or it is important to the smooth running of the event and participants would benefit from networking e.g. the induction course

12.Conferences
The cost of attending conferences will only be met from the UT&D budget if the conference is developmental i.e. it keeps an individual up to date with what is happening in their particular field. The need to keep abreast of current thinking must be identified on the PAP.

13.Residential Events
Development events are run residentially for a number of reasons: the nature of the event means there is benefit to be gained from working in a less formal setting; the content of the event requires a more flexible approach to the organisation and length of sessions; optional evening sessions may be part of the programme etc. The cost of running a residential event is considerably higher than running it on a daily basis; therefore there are always sound business reasons for taking this option. It is accepted that for some people their domestic commitments will not enable them to attend such events. This is quite understandable and alternative means of delivering the development will therefore be determined in consultation with the individual. However, if people do not have domestic commitments that prevent their attendance they will be expected to participate on a residential basis. This may mean working longer hours than the normal working day. This is to enable people to get the most out of the event and it is expected that you treat the experience in this spirit. If you return from the event and feel that you have worked considerably more hours than you would normally and feel that some time off in lieu would be appropriate then it is for you to discuss this with your line manager. It is however expected that this would be the exception rather than the rule.

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Training and development

In the field of human resource management, training and development is the field which is concerned with organizational activity aimed at bettering the performance of individuals and groups inorganizational settings. It has been known by several names, including human resource development, and learning and development.

Disrison observes that the name was endlessly debated by the Chartered Institute of Personnel and Development during its review of professional standards in 1999/2000. "Employee Development" was seen as too evocative of the master-slave relationship between employer and employee for those who refer to their employees as "partners" or "associates" to be comfortable with. "Human Resource Development" was rejected by academics, who objected to the idea that people were "resources" an idea that they felt to be demeaning to the individual. Eventually, the CIPD settled upon "Learning and Development", although that was itself not free from problems, "learning" being an overgeneral and ambiguous name. Moreover, the field is still widely known by the other names.

Training and development (T&D) encompasses three main activities: training, education, and development. Garavan, Costine, and Heraty, of the Irish Institute of Training and Development, note that these ideas are often considered to be synonymous.

However, to practitioners, they encompass three separate, although interrelated, activities 13

Training: This activity is both focused upon, and evaluated against, the job that an individual currently holds.

Education: This activity focuses upon the jobs that an individual may potentially hold in the future, and is evaluated against those job

Development: This activity focuses upon the activities that the organization employing the individual, or that the individual is part of, may partake in the future, and is almost impossible to evaluate

The "stakeholders" in training and development are categorized into several classes. The sponsors of training and development are senior managers. The clients of training and development are business planners. Line managers are responsible for coaching, resources, and performance. The participants are those who actually undergo the processes. The facilitators are Human Resource Management staff. And the providers are specialists in the field. Each of these groups has its own agenda and motivations, which sometimes conflict with the agendas and motivations of the others

The conflicts are the best part of career consequences are those that take place between employees and their bosses. The number one reason people leave their jobs is conflict with their bosses. And yet, as author, workplace relationship authority, and executive coach, Dr. John Hoover points out, "Tempting as it is, nobody ever enhanced his or her career by making the boss look stupid."

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14.Talent development
Talent development, part of human resource development, is the process of changing an organization, its employees, its stakeholders, and groups of people within it, using planned and unplanned learning, in order to achieve and maintain a competitive advantage for the organization. Rothwell notes that the name may well be a term in search of a meaning, like so much in management, and suggests that it be thought of as selective attention paid to the top 10% of employees, either by potential or performance.

While talent development is reserved for the top management it is becoming increasingly clear that career development is necessary for the retention of any employee, no matter what their level in the company. Research has shown that some type of career path is necessary for job satisfaction and hence job retention. Perhaps organizations need to include this area in their overview of employee satisfaction.

The term talent development is becoming increasingly popular in several organizations, as companies are now moving from the traditional term training and development. Talent development encompasses a variety of components such as training, career development, career management, and organizational development, and training and development. It is expected that during the 21st century more companies will begin to use more integrated terms such as talent development. Washington Group International, in their paper "The Nuclear Renaissance, A Life Cycle Perspective" defined two logical laws of talent development: First law of talent development: "The beginnings of any technology-rich business are all characterized by a shortage of large numbers of technically trained people needed to support ultimate growth"

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15.What is the importance of training and development to the organization?

Importance Of Training and Development Optimum Utilization of Human Resources - Training and Development helps in optimizing the utilization of human resource that further helps the employee to achieve the organizational goals as well as their individual goals. Development of Human Resources - Training and Development helps to provide an opportunity and broad structure for the development of human resources' technical and behavioral skills in an organization. It also helps the employees in attaining personal growth. Development of skills of employees - Training and Development helps in increasing the job knowledge and skills of employees at each 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 employees that helps the organization further to achieve its long-term goal. Team spirit - Training and Development helps in inculcating the sense of team work, team spirit, and inter-team collaborations. It helps in inculcating the zeal to learn within the employees. Organization Culture - Training and Development helps to develop and improve the organizational health culture and effectiveness. It helps in creating the learning culture within the organization. Organization Climate - Training and Development helps building the positive perception and feeling about the organization. The employees get these feelings from leaders, subordinates, and peers. Quality - Training and Development helps in improving upon the quality of work and work-life. Healthy work-environment - Training and Development helps in creating the healthy working environment. It helps to build good employee, relationship so that individual goals aligns with organizational goal. Health and Safety - Training and Development helps in improving the health and safety of the organization thus preventing obsolescence. Morale - Training and Development helps in improving the morale of the work force. Image - Training and Development helps in creating a better corporate image. 16

 Profitability - Training and Development leads to improved profitability and more positive attitudes towards profit orientation. Training and Development aids in organizational development i.e. Organization gets more effective decision making and problem solving. It helps in understanding and carrying out organisational policies Training and Development helps in developing leadership skills, motivation, loyalty, better attitudes, and other aspects that successful workers and managers usually display. Training and Development demonstrates a commitment to keeping employees on the cutting edge of knowledge and practice.

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16.What are the steps in training and development?

Training is one of the most profitable investments an organization can make. No matter what business or industry you are in the steps for an effective training process are the same and may be adapted anywhere. If you have ever thought about developing a training program within your organization consider the following four basic training steps. You will find that all four of these steps are mutually necessary for any training program to be effective and efficient. STEP 1: ESTABLISHING A NEEDS ANALYSIS. This step identifies activities to justify an investment for training. The techniques necessary for the data collection are surveys, observations, interviews, and customer comment cards. Several examples of an analysis outlining specific training needs are customer dissatisfaction, low morale, low productivity, and high turnover. The objective in establishing a needs analysis is to find out the answers to the following questions: - "Why" is training needed? - "What" type of training is needed? - "When" is the training needed? - "Where" is the training needed? - "Who" needs the training? and "Who" will conduct the training? - "How" will the training be performed? By determining training needs, an organization can decide what specific knowledge, skills, and attitudes are needed to improve the employee's performance in accordance with the company's standards. The needs analysis is the starting point for all training. The primary objective of all training is to improve individual and organizational performance. Establishing a needs analysis is, and should always be the first step of the training process. STEP 2: DEVELOPING TRAINING PROGRAMS AND MANUALS. This step establishes the development of current job descriptions and standards and procedures. Job descriptions should be clear and concise and may serve as a major training tool for the identification of guidelines. Once the job description is completed, a complete list of standards and procedures should be established from each responsibility outlined in the job description. This will standardize the necessary guidelines for any future training. STEP 3: DELIVER THE TRAINING PROGRAM. This step is responsible for the instruction and delivery of the training program. Once you have 18

designated your trainers, the training technique must be decided. One-on-one training, on-the-job training, group training, seminars, and workshops are the most popular methods. Before presenting a training session, make sure you have a thorough understanding of the following characteristics of an effective trainer. The trainer should have: - A desire to teach the subject being taught. - A working knowledge of the subject being taught. - An ability to motivate participants to "want" to learn. - A good sense of humor. - A dynamic appearance and good posture. - A strong passion for their topic. - A strong compassion towards their participants. - Appropriate audio/visual equipment to enhance the training session. For a training program to be successful, the trainer should be conscious of several essential elements, including a controlled environment, good planning, the use of various training methods, good communication skills, and trainee participation. STEP 4: EVALUATE THE TRAINING PROGRAM. This step will determine how effective and profitable your training program has been. Methods for evaluation are pre-and post- surveys of customer comments cards, the establishment of a cost/benefit analysis outlining your expenses and returns, and an increase in customer satisfaction and profits. The reason for an evaluation system is simple. The evaluation of training programs are without a doubt the most important step in the training process. It is this step that will indicate the effectiveness of both the training as well as the trainer. There are several obvious benefits for evaluating a training program. First, evaluations will provide feedback on the trainer's performance, allowing them to improve themselves for future programs. Second, evaluations will indicate its cost-effectiveness. Third, evaluations are an efficient way to determine the overall effectiveness of the training program for the employees as well as the organization. The importance of the evaluation process after the training is critical. Without it, the trainer does not 19

have a true indication of the effectiveness of the training. Consider this information the next time you need to evaluate your training program. You will be amazed with the results. The need for training your employees has never been greater. As business and industry continues to grow, more jobs will become created and available. Customer demands, employee morale, employee productivity, and employee turnover as well as the current economic realties of a highly competitive workforce are just some of the reasons for establishing and implementing training in an organization. To be successful, all training must receive support from the top management as well as from the middle and supervisory levels of management. It is a team effort and must implemented by all members of the organization to be fully successful.

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17.WHAT IS TRAINING STRATEGY?

A training strategy is a - vision - focus - direction - action planning document for training and development in an organization that requires implementation to achieve success. It is a strategy that needs to support the optimization of the human resource capital in the organization. It is essential that the training strategy is aligned to the organization's strategy and enables its vision to be realized. http://www.nicholashill.com/

Why Is Training Undervalued?

Training and development activities can increase the capabilities and abilities of most organizations. Virtually every recent management leaders (eg. Deming, Crosby, Senge), have stressed the importance of learning as a primary tool for organizational success. That said, training as a whole, is not consistently valued by managers or staff. Even when managers support training through what they say, when the time comes to allocate resources for training, it is often the new photocopier that wins out. Staff can also be ambivalent. We've noticed a shift in the perceptions of employees regarding training. Ten years ago, training was often regarded as a pleasant break from work, a chance to learn a few things and meet others. Now overworked staff are more hesitant to even attend. Being away from the workplace for a day means that somehow a day's work must be made up. Since we work in the training delivery sector, you might expect us to attribute the undervaluing of training to neanderthal managers, prehistoric like organizations, or burned out employees. In fact, we think the explanation must lie with the profession itself. Perhaps training is undervalued because it often doesn't provide value! If that is so, then the responsibility must lie squarely with training practitioners. We are going to look at some aspects of the training profession so that you can become a more educated training consumer. 21

The Problems with Training In our years in the training profession we have made the following observations: 1. Trainers are often more interested in selling a program than helping you and your staff improve performance or organization effectiveness. 2. Trainers generally move into training from other jobs. Few people choose training as a primary career choice. Hence they are unlikely to have undergone rigorous training in psychology, learning, interpersonal relationships, etc. They are less likely to have formal training in the content they will be teaching. 3. The training profession is dominated by a culture that includes the notion that a trainer does not need to have advanced knowledge about what s/he is teaching. 1. The Selling of Training Training is a business, but the focus on training as a consumer item is problematic. If deal with training vendors, you have probably met with those that come into your office loaded with brochures, and explain how their programs will help you. They are selling products--much like people who sell cars or televisions. It is incumbent on them to create a need for their product. The larger organizations that sell training are often very good at what they do. They can make a case that their program will help with what ails you or your organization. The thing is, it's all backwards! Effective training isn't a consumer item. It is a service that needs to be linked to, and customized for YOUR workplace. It needs to be based on your business/organizational purpose and objectives, and it needs to address the gaps in your organization that interfere with optimal performance. Many trainers do not act in accordance with these principles. So, while they be very good at sales, and classroom training, what they do dangles without being anchored to your organization. People may come away having learned some things, but it is unlikely that any discernable differences will occur on the job. Consumer Tips: Look for trainers that: 1. Ask many questions about your workplace, staff, and purpose. 2. Customize their seminars based on a needs assessment process. 3. Treat training as a consulting service, not as a car sales type of thing. Avoid trainers that: 1. Are clearly selling a one-size-fits-all training approach. 2. Claim that their program will solve any or all of your problems. 3. Are more interested in talking than listening. 2. Inadequate Training of Trainers As a consumer, you can't be an expert on different models of training and learning. You just aren't going to be able to spend the time it takes to learn those things. Unfortunately, many trainers don't take the time to learn about how people learn, either. Most trainers don't have an academic background in learning, although they may have a 22

smattering of knowledge about adult education principles. But learning encompasses far more. There are multiple ways to help people learn. What this means is their training approach is likely to be inflexible. For example, if you see a trainer do one seminar on one topic, then another, you are likely to find that they look very similar; the learning activities will often be identical. The lack of expertise in training methods and training content may not affect the ratings a trainer receives at the conclusion of a seminar. Be aware that participant rating are heavily influenced by enjoyment rather than the degree to which people learned things that they can apply in the workplace. It is possible to create a seminar that is fun, but teaches only minimal concepts and skills. Consumer Tips It is hard to be an educated consumer regarding trainers, because the consumer is not usually an expert on training. Our feeling is that you should ask prospective trainers about their background in training, and in the content area they are proposing. Look for people who have an academic background in psychology rather than a certificate in adult education, which is one of the least demanding fields of study at most universities. While an academic degree does not ensure that training will be effective, at least the holder will have been exposed to multiple ways of looking at learning and teaching. Avoid trainers whose primary qualifications (even certifications) were earned from a company whose products they are selling. It is not uncommon for this certification to be the ONLY one that the trainer will hold. 3. Training Culture The field of training is one of the few where the dominant culture suggests that trainers need to know only the basics about the subject matter they teach. It is not uncommon to find trainers who have read a book or two, attended a single seminar, and then feel they are competent to teach in that topic area. We wouldn't want a kidney expert perform brain surgery; why would we want a trainer who is not knowledgable in their field. As examples of this kind of thinking, look at the quotes below, from trainers. "What's wrong with stand-up trainers working in content areas they are not expert in? "When I first started out on my own [as a trainer], I said yes to almost anything..." "...we quite frequently agree to undertake [training] projects in which we are not all familiar with the associated "content". There are multiple problems with this perspective. First, trainers with superficial knowledge tend to teach half-truths and myths without being aware they are doing so. Second, such trainers can rapidly become unbelievable when they cannot respond to questions in seminars that require more advanced knowledge. Third, if a trainer can learn about a topic from a book, so can your staff, or at least to the same superficial level. Consumer Tips: 1. Look for trainers that specialize in the topic area you are interested in. Nobody can be expert at everything, or even many things. 2. Ask trainers about where they learned about the topic they are teaching. Consider asking for specific references that they have used to build the seminar. Knowledgable, expert trainers will probably be able to give you multiple references, and names of people they have taken ideas from. Less knowledgable 23

people will tend to give you only one name, or one perspective. 3. Ask trainers if there is any kind of training they will not deliver. This is a bit of a trick question. If they indicate that they can do training in almost anything, thank them and find someone who realizes their own limitations. Conclusions: If you are hesitant about investing in training, you should know that your concerns are probably well founded. The training field is full of well-meaning but ill-equipped trainers, even in prestigious firms. Unfortunately, less competent trainers give the field a bad name, but rest assured there is a lot of good training carried out by skilled professionals. The trick is to identify them, and their strengths.

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18.American Society for Training & Development

American Society for Training & Development

Motto

"Through exceptional learning and performance, we create a world that works better." 1945 Professional association Alexandria, Virginia Tony Bingham

Formation Type Headquarters President & CEO Website

http://www.astd.org

The American Society for Training & Development (ASTD) is a non-profit association for workplace learning and performance professionals.

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Contents [hide] 1 Membership 2 Competency model 3 About ASTD 4 Conferences and awards 5 See also 6 References 7 External links

Membership ASTD has an international as well as US membership base (more than 100 countries; 122 U.S. chapters; 26 global networks, and 12 global partners). The associations membership work in various types of organizations, including government offices, and independent consultants and suppliers.

Competency model Based on findings from a 2004 Competency Study, ASTD created a competency model as a guide for its professional constituency. The model includes three tiers: foundational competencies, areas of expertise (designing learning, improving human performance, delivering training, measuring and evaluating, facilitating organizational change, managing the learning function, coaching, managing organizational knowledge, and career planning and talent management), and roles, and is a frame of reference for career growth and professional development. This model is a basis for ASTDs Certified Professional in Learning and Performance credential offered by the ASTD Certification Institute.

About ASTD ASTD was founded in 1944. The organization began in New Orleans during a training committee meeting of the American Petroleum Institute in 1942. The following year, a group of 15 training men met for the first board meeting of the American Society of Training Directors in Baton Rouge, Louisiana.

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They became the governing body of the association, which convened ASTD's membership in Chicago in 1945. Other local, regional, and industry-specific training groups gradually aligned with ASTD. At the 1946 convention, ASTD adopted a constitution with the goals of: raising awareness on the standards and prestige of the industrial training profession and furthering the professionals education and development. ASTD retained these points as their official mission, even as the profession evolved and the business world changed. In 1964, the association changed its name to the American Society for Training & Development. ASTD eventually widened its focus to connect learning and performance with business results. In 2000, the organization chose to refer to itself just by the letters ASTD, to underscore that it wanted to broaden its scope as a professional organization. It adopted the tagline, create a world that works better. ASTD conducts several research projects each year on the workplace and investment in learning.

Conferences and awards ASTD hosts three annual conferences in different cities around the U.S.: International Conference & Exposition, ASTD TechKnowledge Conference and EXPO, Telling Aint Training Conference, LearnNow Conference, and Learning Transfer Conference. Additionally, each fall ASTD hosts the ASTD Chapter Leaders Conference (ALC) in the Washington DC area. This conference is held to bring leaders of local ASTD chapters together in one place and discuss how to better lead the organization on a local level. The full conference will feature numerous breakout sessions from individuals in the learning and development field from around the country and a keynote speech from the president of ASTD, Tony Bingham. ASTD also creates career services, certificate programs, and workshops. The association also awards companies individuals, and teams for their contributions to the field of workplace learning. Along with ISPI, ASTD offers a regional OPAL award for Team Excellence. See also List of human resource management associations

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19.References ^ "A Report on Workplace Learner Competencies"

^ "Whats in It For Me? The ASTD UK Network" ^ ASTD Competency Model ^ RavenWriters Blog, Thursday, April 17th, 2008 ^ a b Learning, Performance Trainers Create Their Own Certification Program ^ Koppes, Laura L. (2006). Historical Perspectives in Industrial and Organizational Psychology (Applied Psychology Series) (Applied Psychology Series). Hillsdale, N.J: Lawrence Erlbaum Associates. pp. 178.ISBN 0-8058-4440-6.

OBJECTIVES OF THE STUDY

PRIMARY OBJECTIVE

The primary objective of my study at _________________to lay down the foundation of

training and development.

SECONDARY OBJECTIVE 28

The objective of my study about employees training and development to improve the current

process of employees training and development at _________________.

gain significant practical and Understand the nature and importance of training and

development and identify the various inputs that should go into any programme.

each step.

assignments.

SCOPE OF THE STUDY

This research provides me with an opportunity to explore in the field of Human Resources.

This research also provides the feedback of people involved in the Training and development

process Apart from that it would provide me a great deal of exposure to interact with the high

profile managers of the company.

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www.allprojectreports.com

TRAINING

Training is concerned with imparting developing specific skills for a particular purpose.

Training is the act of increasing the skills of an employees for doing a particular job. Training

is the process of learning a sequence of programmed behaviour.

In earlier practice, training programme focused more on preparation for improved

performance in particular job. Most of the trainees used to be from operative levels like

mechanics, machines operators and other kinds of skilled workers. When the problems of

supervision increased, the step were taken to train supervisors for better supervision.

DEVELOPMENT

Management development is all those activities and programme when recognized and

controlled have substantial influence in changing the capacity of the individual to perform his

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assignment better and in going so all likely to increase his potential for future assignments. Thus, management development is a combination of various training programme, though

some kind of training is necessary, it is the overall development of the competency of managerial personal in the light of the present requirement as well as the future requirement. Development an activity designed to improve the performance of existing managers and to provide for a planned growth of managers to meet future organizational requirements is management development. -39 PROCESS OF DEVELOPMENT

www.allprojectreports.com RESEARCH METHODOLOGY MEANING OF RESEARCH:Research as the manipulation of things, concepts of symbols for the purpose of generalizing to extend, correct or verify knowledge, whether that knowledge aids in construction of theory or in the practice of an art. The Research Methodology followed for further work can be primarily classified into two stages namely Exploratory and Descriptive. The stepwise details of the research are as follows: Stage - I Exploratory Study: Since we always lack a clear idea of the problems one will meet during the study, carrying out an exploratory study is particularly useful. It helped develop my concepts more clearly, establish priorities and in improve the final research design. Exploratory study will be carried out by conducting: Secondary data analysis which included studying the website (www.___________.com) of the company and also going through the various articles published in different sources

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20.55.QUESTIONNAIRE
Dear Sir/Madam, I am doing a research work on Employees Training & Development. I would request you to kindly spare some time to fill up this questionnaire. Thank you very much for your cooperation. Name -------------------------------------------------Designation------------------------------------------Department------------------------------------------Section I Q1. Please mention your age -25 -30

Q2. Sex:

Q3. Marital Status:

Q4. No. of years of experience:

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21. BIBLIOGRAPHY :

Websites Search : www.wiki.com www.google.com www.msn.com

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