A Summer Training

Report
On
Training & Devopelment
Of
HDFC Life Insurance
 Index
Chapter no Topic Page no
Introduction
1. --About the company.
--About the topic.
Research methodology.
2.
--Objective of the study.
Data interpretation and analysis.
3.
4. Findings.
5. Suggestions
6. Limitations of the study.
7. Conclusion.
8. Bibliography.
9. Annexure
 INTRODUCTION

 ABOUT THE COMPANY.

 ABOUT THE PROJECT TOPIC
 TRAI NI NG AND DEVELOPMENT

Introduction
Every organization needs to have well trained and experienced people to perform the

activities that have to be done. Training is a process of learning a sequence of programmed

behaviour. It is application of knowledge. It gives people an awareness of the rules and

procedures to guide their behaviour. It attempts to improve their performance on their

current job and prepare them for an intended job. Development is a related process. It covers
not only those activities which improve job performance, but also which bring about the

growth of the personality; help individuals in the progress towards maturity and

actualization of their potential capabilities so that they become not only good employees but
better men and women. In organizational terms, it is intended to equip person to earn

promotions and hold greater responsibility.

Training a person for a bigger and higher job is development. And this may well include not

only imparting specific skills and knowledge but also inculcating certain personality and
mental attitudes. As the jobs become more complex, the importance of employee

development also increases. In a rapidly changing society, employee training and

development are not only an activity that is desirable but also an activity that an

organization must commit resources to if it is to maintain a viable and knowledgeable work

force.

Training has played a very important role in helping the corporation to reach the
commanding heights of performance. Any training would be considered to be successful

only when the knowledge gained by the participants is transferred to the job performance

Training is the main function of HR. To enhance the Corporation's growth and keep the

Corporation ready to anticipate all types of competition and face it too, there is a need that
Human Resource should play more active role for overall progress of the Corporation.

The impact of training programme is to mould the employee’s attitude and help them to

synergies individual goals with organizational goals. It also helps in reducing dissatisfaction,

complaints, absenteeism and labour turnover.

Definition

According to Flippo, “Training is the act of increasing knowledge and skills of an employee
for doing a particular job" The major outcome of training is learning. A trainee learns new

habits, refined skills and useful knowledge during their training programme, which helps

them to improve their performance. Training can also be defined as activities designed to
change the behaviour.
Another way of defining training would be a planned programme designed to improve

performance and bring about measurable changes in knowledge, skills, attitudes and social
behaviour of employees.

Training imparts the ability to detect and correct error. Further more it provides skills and

abilities that may be called on in the future to satisfy organisation’s human resources needs.

Management development

Management development is an attempt at improving an individual’s managerial

effectiveness through a planned and deliberate process of learning. For an individual this
means a change through a process of planned learning. This should be the common and

significant aim of development from the point of view of the trainer and the trainee in an
organisational setting.

“All development is self development. It must be generated within the main himself.
Development is highly individual. The development of an individual is due to his day to day

experience on a job. Hence, emphasis should be on experiences from day to day work. Any
activity designed to improve the performance of existing managers and to provide for a well

planned growth of managers to meet future organisational needs is management

development.
The change in the individual must take place in those crucial areas which can be considered

as output variables:

Knowledge change;

Attitude change
 Behaviour change

Performance change
End-operational results (the last two changes being the result of the first three

changes)

Nature of Training and Development

In simple words, training and development refers to the imparting of specific skills,
abilities, knowledge to an employee. A formal definition of training and development is
determined as follows:

“It is any attempt to improve current or future employee performance by increasing an

employee’s ability to perform through learning, usually by changing the employee’s attitude or
increasing his or her skills and knowledge.”

The need for training and development is determined by the employee’s performance
deficiency, computed as follows:

Training and development needs =

Standard performance – Actual performance

We can make a distinction among training, education and development. Such distinctions
enables us to acquire a better perspective about the meaning if the term training. Which refers to
the process of imparting specific skills, Education, on the other hand is confined theoretically
learning in classroom
 To distinct more, the training is offered in case of operatives whereas development
programs are conducted for employees at higher levels. Education however is common to all the
employees.

Inputs in Training and Development

Any training and development programme must contain inputs which enable the
participants to gain skills, learn theoretical concepts and help acquire vision to look into the
distant future. The inputs of training and development are as follows:

1) Skills
2) Education
3) Development
4) Ethics
5) Attitudinal Changes
6) Decision making and problem solving skills

1) Skills

Training is imparting skills to the employees. A worker needs skills to operate machines,
and use other equipments with least damage and scrap. This is basic skills without which the
operator will not function.
 There is also a need of motor skills or psychomotor skills as they are refer to
performance of specific physical activities .These skills involve learning to move various parts of
their body in response to certain external and internal stimuli. Employees particularly like
supervisors and executives, need interpersonal skills mostly know as people skills. These skills
helps a person understand oneself and others better and act accordingly. Examples of
interpersonal skills include listening. Persuading and showing an understanding of others
feelings

2) Education

The purpose of education is to teach theoretical concepts and develop a sense of

reasoning and judgment. That any training and development programme must contain an element
of education is well understood by the HR specialist.
In fact, sometimes, organizations depute or encourage employees to do courses on a part
time basis. Chief executive officers (CEO’s) are known to attend refresher course conducted in
many Business schools. The late Manu Chabria, CMD, Shaw Wallace, attended such a two
month programme at the Harvard business school. Education is more important for managers and
executives than for lower-cadre workers.

3) Development

Another component of a training and development programme is development which is

less skill – oriented but stress on knowledge. Knowledge about business environment,
management principles and techniques, human relations, specific industry analysis and the like is
useful for better management of a company.
Development programme should help an employee to be a self-starter, build sense of
commitment, motivation, which should again helps him being self generating. It should make
their performance result oriented and help them in being more efficient and effective. It should
also help in making the employee sensitive towards the environment that is his work place and
outside. This programme should keep the employee aware of him i.e. his potentials and his
limitations. Help him see himself as others see him and accept his self image as a prelude to
change. It helps teach an individual to communicate without filters, to see and feel points of view
different from their own. Also helps them understand the powers in their hands and thereby
develop leadership styles which inspire and motivate others. And finally helps install a zest for
excellence, a divine discontent, a nagging dissatisfaction with the status quo.

4) Ethics

There is a need for imparting greater ethical orientation to a training and development
programme. There is no denial of the fact that ethics are largely ignored in businesses. They are
less seen and talked about in the personnel function this does not mean that the HR manager is
absolved if the responsibility. If the production, finance or marketing personnel indulge in
unethical practices the fault rest on the HR manager. It is his/her duty to enlighten all the
employees in the organization about the need for ethical behavior.

5) Attitudinal Changes

Attitudinal represents feelings and beliefs an individual towards others. Attitudes affect
motivation, satisfaction and job commitment. Negative attitudes needs to be converted into
positive attitudes. Changing negative attitudes is difficult because of
(1) Employees refuse to change
(2) They have prior commitments and
(3) Information needed to change attitudes may not be sufficient.
Attitude must be changed so that the employee feels committed to the organization and give
better performance.

6) Decision making and problem solving skills

Decision making and problem solving skill focus on methods and techniques for making
organizational decision and solve work related problems. Learning related to decision making
and problem solving skills seeks to improve trainee’s abilities to define and structure problems,
collect and analysis information, generate alternatives. Training of this type is typically provided
to potential managers, supervisors and professionals

Importance of Training and development for the organization

There are many benefits of Training and Development to the organization as well as
employee. We have categorized as under
1) Benefits for the organization

2) Benefits for the individual

3) Benefits for personnel and human relation, intra group and internal group relation
and policy implementation

1) Benefits for the organization

 a) Improves communication between group and individuals.

b) Aid in orientation of new employee and those taking new job through transfer or
promotion.

c) Provides information on equal opportunities and affirmative action.

d) Provides information on other government laws and administration policies.

e) Improve interpersonal skills.

f) Makes organizational policies, rules and regulations viable.

g) Builds cohesiveness in group.

h) Provides a good climate for learning, growth and co ordination.

i) Makes the organization a better place to work and live.

2) Benefits for the individual

a) Helps and individual in making better decision and effective problem solving.

b) Through training and development, motivational variables of recognition

achievement, growth, responsibility and advancement are internalized and
operationalised.

c) Aid in encouraging and achieving self–development and self confidence.

d) Helps a person handle stress, tension, frustration and conflict.

e) Provides information for improving leadership, knowledge, communication skills and

attitudes.

f) Increases job satisfaction and recognition.

g) Moves a person towards personal goals while improving interactive skills.

h) Satisfies personal needs of a trainee.

 i) Provides the trainee an avenue for growth in his or her future.

j) Develops a sense of learning.

k) Helps eliminate fear in attempting new task.

l) Helps a person improve his listening skill, speaking skills also with his writing skills.

3) Benefits for personnel and human relation, intra group and internal group relation and
policy implementation
a) Improves communication between group and individuals.

b) Aid in orientation of new employee and those taking new job through transfer or
promotion.

c) Provides information on equal opportunities and affirmative action.

d) Provides information on other government laws and administration policies.

e) Improve interpersonal skills.

f) Makes organizational policies, rules and regulations viable.

g) Builds cohesiveness in group.

h) Provides a good climate for learning, growth and co ordination.

i) Makes the organization a better place to work and live.

Training Process

The steps of Training Process are as under:

Organizational Objectives
and Strategies

Assessment of Training
Needs
 Implementation of
Training programme

a) Organizational objectives and strategies

The first step in the training process is an organization in the assessment of its objectives
and strategies. What business are we in? At what level of quality do we wish to provide this
product or service? Where do we what to be in the future? Its only after answering these and
other related questions that the organization must assess the strength and weakness of its human
resources.

b) Needs assessment

Needs assessment diagnoses present problems and future challenge to be met through
training and development. Needs assessment occurs at two levels i.e. group level and individual
level, an individual obviously needs training when his or her performance falls short or standards
that is when there is performance deficiency. Inadequate in performance may be due to lack of
skills or knowledge or any other problem.

The following diagram explains performance deficiency

 Performance
Deficiency

Lack of skills other causes

Or knowledge

Training Non training measures

c) Training and development objectives

Once training needs are assessed, training and development goals must be established.
Without clearly-set goals, it is not possible to design a training and development programme and
after it has been implemented, there will be no way of measuring its effectiveness. Goals must be
tangible, verifying and measurable. This is easy where skilled training is involved

d) Designing training and development program

Who are the trainees? Who are the trainers? What methods
And techniques?

What is the what are the where to conduct

level of training principles of learning the program

e) Conducting training activities

Where is the training going to be conducted and how?

 At the job itself.
 On site but not the job for example in a training room in the company.
 Off site such as a university, college classroom hotel, etc.

f) Implementation of the training programme

 Program implementation involves actions on the following lines:

 Deciding the location and organizing training and other facilities.

 Scheduling the training programme.

 Conducting the programme.

 Monitoring the progress of the trainees.

g) Evaluation of the results

The last stage in the training and development process is the evaluation of the results.
Since huge sums of money are spent on training and development, how far the programme has
been useful must be judge/determined. Evaluation helps determine the results of the training and
development programme. In the practice, however organizations either overlook or lack facilities
for evaluation.

Methods of training

A multitude of techniques are used to train employees. Training techniques represent the
medium of imparting skills and knowledge to employees. Training techniques are means
employed in the training methods. They are basically of two types.
 1) Lectures

It is the verbal presentation of information by an instructor to a large audience. The

lecturer is presumed to possess knowledge about the subject. A virtue in this method is that it can
be used for large groups and hence the cost of training per employee is very low. However, this
method violates the principle of learning by practice. Also this type of communication is a one-
way communication and there is no feedback from the audience because in case of very large
groups it is difficult to have interactive sessions. Long lectures can also cause Boredom.

2) Audio Visuals

This is an extension of the lecture method. This method includes slides, OHPs, video
tapes and films. They can be used to provide a range of realistic examples of job conditions and
situations in the condensed period of time. It also improves the quality of presentation to a great
extent.

3) On- the – Job- Training

It is used primarily to teach workers how to do their present jobs. Majority of the
industrial training is on the job training. It is conducted at the work site and in the context of the
job. Often, it is informal, as when experienced worker shows a trainee how to perform tasks. In
this method, the focus of trainer’s focus is on making a good product and not on good training
technique. It has several steps; the trainee first receives an overview of the job, its purpose and
the desired outcomes. The trainer then demonstrates how the job is to be performed and to give
trainee a model to copy. And since a model is given to the trainee, the transferability to the job is
very high. Then the employee is allowed to mimic the trainer’s example. The trainee repeats
these jobs until the job is mastered.

4) Programmed Instruction (PI)

 In this method, training is offered without the intervention of the trainer. Information is
provided to the employee in blocks, in form of books or through teaching machine. After going
through each block of material, the trainee goes through a test/ answers a question. Feedback in
the form of correct answers is provided after each response. Thus PI involves:
 Presenting questions, facts, and problems to the learner.
 Allowing the person to respond
 Providing feedback on the accuracy of the answers
 If the answers are correct, he proceeds to the next block or else, repeats the
same.
However it is an impersonal method and the scope of learning is less as compared to
other methods of training. Also the cost of preparing books, manuals and machinery is very high.

5) Computer Assisted Instruction (CAI)

This is an extension of the PI method. In this method, the learner’s response determines
the frequency and difficulty level of the next frame. This is possible thanks to the speed, memory
and the data manipulation capabilities of the computer.

6) Simulation

It is any equipment or technique that duplicates as nearly as the possible the actual
conditions encountered at the job. It is an attempt to create a realistic for decision-making. This
method is most widely used in Aeronautical Industry.

7) Vestibule Training

This method utilizes equipment which closely resembles the actual ones used in the job.
It is performed in a special area set aside for the purpose and not at the workplace. The emphasis
is placed on learning skills than on production. It is however difficult to duplicate pressures and
realities of actual situations. Even though the kind of tension or pressure may be the same but the
employee knows it is just a technique and not a real situation. Also the employees behave
differently in real situations than in simulations. Also additional investment is required for the
equipment.

8) Case study

It is a written description of an actual situation in the business, which provokes the reader
to think and make decisions/ suggestions. The trainees read the case, analyze it and develop
alternative solutions, select the best one and implement it. It is an ideal method to promote
decision making skills. They also provide transference to an extent. They allow participation
through discussion. This is the most effective method of developing problem solving skills.

The method /approach to analysis may not be given importance. Many a times only the
result at the end of the case may be considered and not the line of thinking to approach it. This is
a major disadvantage since case studies must primarily be used to influence or mend the attitude
or thinking of an individual.

9) Role Playing and Behavior Modeling

This method mainly focuses on emotional (human relation) issues than other ones. The
essences are on creating a real life situation and have trainees assumed parts of specific
personalities (mostly interchanged roles of boss and subordinate to create empathy for one
another). The consequence is better understanding of issues from the other’s point of view.
Concept of Behavior Modeling:

 Fundamental psychological process by which new patterns of behavior can be

acquired and existing ones can be altered.
 “Vicarious process” learning takes place not by own experience but by
observation or imagination of others’ action.
  It is referred to as “copying”, “observational learning” or “imitation” implying
that it a behavior is learned or modified through observation of other’s
experiences.
 This change may be videotaped and showed to the trainee and he can review
and critique it.
 It also helps him see the negative consequences that result from not using the
behavior as recommended.

10) Sensitivity Training

It uses small number of trainees usually less than 12 in a group. They meet with a passive
trainer and get an insight into their own behavior and that of others. These meetings have no
agenda and take place away from the workplace. The discussions focus on why participants
behave the way they do and how others perceive them. The objective is to provide the
participants with increased awareness of their own behavior, the perception of others about them
and increased understanding of group process. Examples: Laboratory training, encounter groups.
Laboratory training is a form of group training primarily used to enhance interpersonal skills. It
can be used to develop desired behaviors for future job responsibilities. A trained professional
serves as a facilitator. However once the training is over employees get back to being the way
they are.

11) Apprenticeships and Coaching

It is involved learning from more experienced employee/s. This method may be

supplemented with other off-the-job methods for effectiveness. It is applied in cases of most craft
workers, carpenters, plumbers and mechanics. This approach uses high levels of participation
and facilitates transferability. Coaching is similar to apprenticeships. But it is always handled by
a supervisor and not by the HR department. The person being trained is called understudy. It is
very similar to on the job training method. But in that case, more stress is laid on productivity,
whereas here, the focus is on learning.
 In this method skilled workforce is maintained – since the participation, feedback and job
transference is very high. Immediate returns can be expected from training – almost as soon as
the training is over the desired outcomes can be seen in the trainee.

RESEARCH METHODOLOGY
 RESEARCH METHODOLOGY

OBJECTIVES OF THE STUDY

Objectives are guiding lighting of a project in the light of which all relevant steps are
taken. Objectives of the study were as given below-

 To evaluate HDFC Life Insurance Co. Ltd, Amritsar.

 To describe the use of Training & Development in organization.
 To know how often Training was done in organization.
 To know what type of Training was provided to the employees by organization.
 To know whether Training & Development effected job performance of employees.
 RESEARCH METHODOLOGY
Research refers to a search for knowledge. It is a systematic method of collecting and recording
the facts in the form of numerical data relevant to the formulated problem and arriving at certain
conclusions over the problem based on collected data.
Thus formulation of the problem is the first and foremost step in the research process followed
by the collection, recording, tabulation and analysis and drawing the conclusions. The problem
formulation starts with defining the problem or number of problems in the functional area. To
detect the functional area and locate the exact problem is most important part of any research as
the whole research is based on the problem.
According to Clifford Woody research comprises defining and redefining problems, formulating
hypothesis or suggested solutions: collecting, organizing and evaluating data: making deductions
and reaching conclusions: and at last carefully testing the conclusions to determine whether they
fit the formulating hypothesis.
Research can be defined as “the manipulation of things, concepts or 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”
In short, the search for knowledge through objective and systematic method of finding
solution to a problem is research.

A. DEFINING THE RESEARCH PROBLEM AND RESEARCH

OBJECTIVES
The definition of the problem includes the study of “ Tranining& Development”in the
company.”

B. DEVELOPING THE RESEARCH PLAN.

It has the following types:

1. DATA SOURCES

Two types of data were taken into consideration i.e., primary data and secondary data. But major
emphasis was given on gathering primary data. The secondary data was used only to supplement
the primary and make things clear.
a) Primary Data : the collection of data for this source includes personal interviews of
employees by the filling of questionnaire.

b) Secondary Data : In this study the secondary data is collected from the following.

Sources:
Company’s website.
Reports of company.
Discussion with official person.

2. SAMPLING PLAN

An integral component of a research design is the sampling plan. Specifically the sampling plan
address three questions: whom to survey, how many to survey, and how to select them. The
following procedure is give below accordingly.

Population:

The population interviewed in the research is employees of the HDFC life Insurance co.ltd, in
the Amritsar City.

Sample Size:

The sample size covered during the research is of 50.

Sample Element:
The sample element of the research is officials.

Research Duration:
The duration of the study was eight weeks.
Sample Extent:
The sampling procedure followed is random sampling.

Research Instrument:
In this study the research instrument is Questionnaire: It consists of a set of 13
questions presented to respondents.
The questionnaire is considered as the most important thing in a survey operation. Hence it
should be carefully constructed. Structured questionnaire consist of only fixed alternative
questions. Such type of questionnaire is inexpensive to analysis and easy to administer. All
questions are closed ended.
 DATA INTERPRETATION AND ANALYSIS
Data interpretation and analysis is basically deals with the data which is collected for the
research purpose is here evaluated and then the data which is relevant is to be used for the
research purpose and finally is should be used for the data interpretation with help of various
diagrams and tables which is being used for the properly defining the data which is collected
from the various respondents accordingly.

The entire project is base upon training & its effectiveness. It was therefore
necessary to check the effectiveness of training programmes conducted by
kosmo motors. To fulfill this purpose , a questionnaire was designed &
distributed to employees. The sample size taken was 50. The questionnaire is
attached at the end of report. The analysis & findings are as follows’:-

1. Are training needs assessed in HDFC Life Insurances through

organizational goals and objective?

No. of Respondents %age of Respondents

Particulars

Agree 45 90

Disagree 5 10

Total 50 100

10%

agree
disagree

90%
INTERPRETATION:
45% respondents agree that training needs in kosmo Tvs are assessed through
organizational goals & objectives.5% respondents do not agree

2. Does training provide exposure to different work environment aimed at

career development?

Particulars No. of Respondents %age of Respondents

Agree 45 90

Disagree 5 10

Total 50 100

10%

agree
disagree

90%

INTERPRETATION:
90% respondents thinks that training provide exposure to different work
environment aimed at career development & remaining 10% respondents do
no agree with this statement

3. Is productivity of the trainees measured after training?

Particulars No. of Respondents %age of Respondents

Yes 50 100

No 0 0

Total 50 100

0%

Yes
No

100%
Interpretation:
100% respondents feel that efficiency of trainee is measured after training.

4. Is there any improvement in productivity after getting training?

Particulars No. of Respondents %age of Respondents

Agree 45 90

Disagree 5 10

Total 50 100

10%

agree
disagree

90%
INTERPRETATION:
90% respondents agree that there improvement in productivity after training
while 10% respondents do not agree

5.Are the trainees who show there improvement in productivity after getting
training, given any kind of incentives?

Particulars No. of Respondents %age of Respondents

Yes 45 60

No 20 40

Total 50 100

30%

Yes
No

70%
Interpretation:
From the sbove graph it is clear that 60% respondents have shown
improvement in there productivity after getting training ,so they are provided
with incentives while 40% respondents are not given incentives

6. Are the training contents relevant to your needs?

Particulars No. of Respondents %age of Respondents

Yes 45 90

No 5 10

Total 50 100

10%

agree
disagree

90%
Interpretation:
From the sbove graph it is clear that 90% of the respondents think think that
training content relevant to there needs & remaining 10% think that training
contents are not relevant to there needs

7. Do you training should be application oriented?

Particulars No. of Respondents %age of Respondents

Yes 46 92

No 4 8

Total 50 100

30%

Yes
No

70%
Interpretation:

From the above graph it is clear that training should be application oriented &

remaining 8% respondents do not agree.

8. Do you think training given to you helps you in achieving your personnel
goals in addition to achievement of organizational goals?

Particulars No. of Respondents %age of Respondents

Yes 35 70

No 15 30

Total 50 100

30%

Yes
No

70%
Interpretation:
From the above graph it is clear that 70% respondents think that training
helps in achieving goals in addition to achievement of the organizational
goals.30% think that training doesn’t help in achieving personal &
organizational goals.

9.At what level you are working at present?

Particulars No. of Respondents %age of Respondents

Lower level 20 40

Lower middle level 17 34

Middle level 13 26

Total 50 100

Lower level
Lower middle level
Middle level

Interpretation:
 From the above graph it is clear that majority 40% of the respondents
working at lower level while 34 % are working at lower middle level &
remaining 26% are working at middle level of organinzatoin

10.Does your organization provide training to the employees?

Particulars No. of Respondents %age of Respondents

Yes 50 100

No 0 0

Total 50 100

0%

Yes
No

100%
Interpretation:
From the
above chart it
is clear that 100% of the employed surveyed are aware of the training
pogrammes conducted by company.

11. What kind o training facility is provided by the company?

Particulars No.of respondents %age of respondents

On the job 15 30
Off the job 10 20

Both 25 50

Total 50 100

30%

On the job
50% Off the job
Both

20%

Interpretation:From the above graph it is clear that 50% respondents are

provided both on/off training while 30% respondents are provided with on
job training & remaining 20% are provided with off job training.

12. Are you aware about the following on job training method?
Particulars No.of respondents %age of respondents

On specific job 17 34

Apprenticeship method 10 20

Job rotation 23 46

Total 50 100
 34%
On specific job
46%
Apprenticeship method
Job rotation

20%

Interpretation:
From the above graph it can be seen that 46% respondents are aware of job
rotation method,34%respondents are aware of on specific job method & 20%
respondents are aware of apprenticeship method.

13.Are you aware about the following off the job training mrthods?
Particulars No.of respondents %age of respondents

Conference method 30 60

Lecture method 15 30

Brain storming 5 10

Total 50 100

10%

Conference method
30% Lecture method
Brain storming
60%
Interpretation :
From the above data it can be seen that 60% of respondents are aware of
conference method while 30% respondents are aware of lecture method &
remaining 10% aware of brain storming.

 FINDINGS
 CONCLUSION AND
RECOMMENDATIONS
 FINDINGS OF THE STUDY

From the above tables, figures and the list of factor analysis explains the awareness, need and
benefits of performance appraisal among the employees of Bajaj Allianz Life Insurance Co.Ltd,
Kapurthala. Based on the analysis the following results had been found out-

 Every organization provide the training to employees.

 Most of the employees know what exactly is expected from him at work.
 Mostly Training & Development programs being conducted in organization is on
requirements of employees.
 There is different kinds of Training which is provided to employees.
 Training & Development programs is conducted by immediate supervisor.
 Most of the employees believe that Training provide the effectiveness in his work.
 Training & Development also increase the knowledge of the employees.

Conclusion

Training & Development has transformed from an add-on function to a core function of
companies. It has become more of a science with systematic rules and formats guiding the
companies on how to go about training and development. And that is the way it should be.

Training and development is a necessity for both the trainer and the trainee. The trainer
(the company) would want to make its staff more efficient in this highly competitive world. It
would want its employees to know the latest trends and technologies and use them according to
the company’s principles and objectives. The trainees (staff) on the other hand, view training and
development as a stepping stone for enriching their career and fulfilling their personal needs.
Training and development is another round of education for them, the knowledge from which is
to be applied later. So, it’s more of a mutual necessity and agreement between the companies and
their respective employees when it comes to training and development.

The future would demand more from the employees as well as the companies in terms of
productivity. New technology, multi-tasking, group culture, etc. will be more emphasized upon.
This means training and development is going to be even more important, complex and
rigorous. Companies already foresee this and are already in preparations to make their staff
better equipped. On this we conclude our report with the following words “Education ends with
school but learning ends with life.

RECOMMENDATIONS

After carrying on the study, the following recommendations had been made:-

 The Training & Development should be done more effectively.

 Performance of the employees are increase through training & development.
 Much employee involvement should be there.
 With the help of training, skills,knowledge & ability of the employees are increase.
 Time to time effectiveness should be checked for these programs.
 Bibliography

BOOKS:

WEB ADDRESS:

 www.HDFC Life Insurance.com

 www.wikipedia.com
 www.google.com

ANNEXURE

QUESTIONNAIRE
I am a student of MBA from CT institute of Advance Management Studies, Jalandhar.
I am undertaking a project titled: “Study on Training & Development” I request you to kindly
spend few minutes to fill this Questionnaire which will help me in completing my Project. I
assure you the information provided will be kept confidential and will only be used for the as
said above purpose. Thanking You.

General information

Name……………………………… Age ……… Gender …………………………………

Qualification ………………… What is your job title? .........................
Work experience ......................

Q1:Are training needs assessed in HDFC Life Insurances through organizational

goals and objective?

Yes No

Q2:Does training provide exposure to different work environment aimed at career

development?

Yes No

Q3:Is productivity of the trainees measured after training?

Yes No

Q4: Is there any improvement in productivity after getting training?

Yes No

Q5:Are the trainees who show there improvement in productivity after

getting training, given any kind of incentives?

Yes No

Q6: Are the training contents relevant to your needs?

Yes No

Q7:Do you training should be application oriented?

Yes No

Q8:Do you think training given to you helps you in achieving your personnel
goals in addition to achievement of organizational goals?

Yes No

Q9:At what level you are working at present?

Lower level

Lower middle level

Middle level

Q10:Does your organization provide training to the employees?

Yes No

Q11: What kind o training facility is provided by the company?

On the job

Off the job

Both
Q12:Are you aware about the following on job training method?

On specific job

Apprenticeship method

Job rotation
Q13:Are you aware about the following on job training method?

Lecture method

Conference method

Brain storming

THANK YOU SO MUCH