A PROJECT REPORT SUMMER TRAINING ON TRAINING & DEVELOPMENT IN SOM PROJECTS PVT . LTD.

FOR THE PARTIAL FULFILMENT OF THE REQUIREMENT FOR THE AWARD OF

MASTER OF BUSINESS ADMINISTRATION

UNDER THE GUIDANCE OF MR. SANDEEP SHANDILYA

UNDER THE SUPERVISION OF MR. ASHOK YADAV(GEN.MANAGER) MR. M.K. AGARWAL(PROJ. MANAGER)

SUBMITTED BY :ANIL KUMAR KHANDURI MBA(HRM) (2008-2010) Enrolment No. 2008PHR004

MANGALAYATAN UNIVERSITY 33rd MILE. STONE, ALIGARH, MATHURA HIGHWAY, BESWAN, ALIGARH-202001.

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DECLARATION

I, ANIL KUMAR KAHNDURI S/O Sh. SATYA PRAKASH KHANDURI is a bonafied student of M.B.A. at Mangalayatan University. My enrollment number is 2008PHR004. I hereby declare that present summer internship report titled Training & Development is my original work. I conducted this study at SOM PROJECTS Pvt. Ltd during 23rd July 2009 to 06th September 2009. This report has not been submitted earlier either with Mangalayatan University and any other educational organization as an essential requirement for the award of any Diploma/ Degree.

Signature Date-

(ANIL KHANDURI)

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CERTIFICATE

Dated

It is to certify that Mr. Anil Kumar Khanduri Enrollment number 2008PHR004 S/O Sh. Satya Prakash Khanduri is a bonafied student of M.B.A. at Mangalayatan University. To the best of our Knowledge summer internship report titled Employee Training & Development submitted by him is his original contribution. The study was conducted at Som Projects Pvt. Ltd during 23rd july, 2009 to 06th september, 2009.

Dean, IBM

Project Guide-: Mr. Sandeep Shandilya

Date-:

Date-:

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PREFACE

I had undergone my summer training in SOM PROJECTS PVT. LTD. Regd. Office 403, Suneja Tower-1, Distric Center Janakpuri, New Delhi -110058. a part of curriculum of M.B.A. Course. The concept behind the summer training programme was to apprise the individual of the practical knowledge of employee training in an organization. The training was related to the employee training & development. The concept is that if in an organization, there are some employees which are not performing their work in a better way. Then how we trained them towards their better job performance. In the process, the training equips the individual to be more effective in the presents assignment and people himself for future. The plan of the training was to familiars an individuals of the various services provides by the esteemed organization working under the able guidance of Mr. ASHOK KUMAR YADAV.

Mr. ASHOK KUMAR YADAV, is himself an authority on the subject and I could find the intricacies of various sections in the office. I released that every individual in the office was independent and free to take decision. This training has made me more knowledge person in term of practical work.

ANIL KUMAR KHANDURI

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CONTENTS

DESCRIPTION

PAGE NO.

Abstract8

CHAPTER 1: INTRODUCTION (a) Introduction ..10 (b) Vision, mission & values...13 (c) Research methodology14 CHAPTER 2: INDUSTRY AND COMPANY ANALYSIS (a) Industry & company analysis..16 (b) Swot analysis...17 (c) Health, safety and environment...19 (d) Building and housing..21

CHAPTER 3: CONCEPTUAL FRAMEWORK ABOUT TRAINING (a) Training & development24 (b) Introduction...24 CHAPTER 4: COLLECTION OF DATA (a) Data collection method..27 (b) Training in terms of organization...28 (c) Training & development33 CHAPTER 5: DATA ANALYSIS (a) Data analysis..42 (b) Training role..47

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(c) Developing organization training function60 (d) Training in call center68 CHAPTER 6:  Conclusion.....71

CHAPTER 7:    Suggestion and recommendation.72 Questionnaire73 Bibliography.76

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ABSTRACT

While studying management we realized that most of the already existing theories discuss training to work from a general perspective. Therefore we found it interesting to Investigate training on a deeper level.

Training is a process increases knowledge and skills for doing a particular job The research questions for our thesis are, is there a difference in training between coaching? If so, what is the difference between the two? The purpose is to Examine if a manager, a worker have shared understandings and common factors of How trained them, or if certain characteristics can be distinguished. For our research. We have chosen to use three companies operating within the financial sector in Sweden. Moreover, the chosen companies are located nearby which gives us the opportunity to Visit them and to accomplish face to face conversations.

We have interviewed two persons at each company, whereby one has the position of a Manager and the other have the position of a worker. Moreover, the method of our training are different for both; mostly due to the fact that we wanted create a comfortable Feeling for the trainee and to so that we could get deep insight of what motivates that Person.

We have studied old famous theories regarding motivation to work, we have also found More recent research about the subject. Especially in journals and financial databases, to Get as updated information as possible. The theoretical framework has been useful to us In two ways, to get a foundation so that we could accomplish interviews with thought Worthy questions. The second reason was to be able to interpret and analyze the collected Material. To a certain point we mention the similarities in motivation to work between workers And a manager, however our main focus in our thesis are the differences. We have

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Analyzed the perspective of how they feel about their work and their possibility towards Advancement. All our interviewees have a great interest for their work and the financial Line of business, moreover, the managers are satisfied with their positions and the Workers are satisfied at the moment but would like to advance in the future.

Training is a great motivator for the workers, and Working climate, recognition and free time are the essential factors for the managers. We Have also reached the conclusion that people always strive for more. In our case the Workers want more tangible rewards and material benefits and on the contrary the Managers desire non material factors as family and free time.

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CHAPTER 1

INTRODUCTION
In the introduction chapter we would like to present our subject to the reader And create an interest to continue reading. Furthermore, the focus of our Research is to find out if a difference could be found between a worker and a Manager regarding motivation to work. If one will occur, we will present and Describe it in the best possible way.

Background & History SOM PROJECT is a vision seen in exemplary clarity by Dr. SOM PRAKASH GARG, architect, planner and builder close to three decades ago. Years that have seen the Company creating history, time and again in the dynamic arena of infrastructure while contributing in incomparable measure in nation building. SOM PROJECTS has earned a remarkable reputation and trust in thirty years of dedicated service. The Company has achieved a Turnover of Rs.1100 crores in the 4th quarter as against Rs.1258 crores of corresponding quarter of the previous year. The operations of the company have resulted in an EBIDTA of Rs.84 crores and a net profit of Rs.38 Crores as against Rs.109 crores and Rs.53 crores respectively in the corresponding quarter of the previous year. The Company has reported a turnover of Rs.4156 crores for the year as against Rs.3478 crores registering a growth of 19% over the previous year. The company has posted an EBIDTA of Rs.374 crores and a Net Profit of Rs.154 crores as against Rs.360 crores and Rs.162 crores respectively in the previous year.

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The Company has achieved a turnover of Rs.4803 Crores (Consolidated) for the year ended 31st March 2009 as against turnover of Rs.3659 crores in the Previous Year, registering a growth of 31% over the Previous Year. The Company posted an EBIDTA of Rs.504 Crores and net profit after tax of Rs.181 crores for the year as against Rs.398 Crores and Rs.167 crores respectively in the Previous Year. The Company has reported an EPS of Rs.7.93 as against Rs.7.66 of the previous year. SOM PROJECTS range of business verticals comprising of Buildings & Housing, Transportation, Water & Environment, Irrigation, Power, Electricals, Metals, Oil & Gas and International business reflect an expertise positioned to capture every infrastructure upturn.

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FOUNDERS MESSAGE
A journey of success always requires the qualities of foresight, strategy and preparedness. All these, along with the power of trust are at the core of all our operations. Our inspiration comes from your trust and willingness to believe in our capability to deliver.

SOM PROJECT possesses a rich and diversified presence across the core growing sectors in the infrastructure arena. New windows of opportunity are opening up and SOM PROJECT is prepared for an eventful future marked with important milestones. At SOM PROJECT, we are leveraging on our rich past to address projects for the present with the objective to build the India of tomorrow.

Commitment, hard work, commonsense and perseverance have helped the Company to be on par with international companies in terms of standards of performance and quality of projects. The journey towards excellence is inspired by what SOM PROJECT has always done deliver superior value for all those who depend on us, work with us and invest in us.. I wish to finally quote a famous writer, Ralph Waldo Emerson, What lies behind us and lies before us are small matters compared to what lies within us. I assure all of you that SOM PROJECTS will re-dedicate itself towards its commitments and strive for continuous growth.
With best Wishes

Dr. SOM PRAKASH GARG (Chairman Emeritus)

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VISION
To be a world - class construction and infrastructure enterprise committed to quality, timely completion, customer satisfaction, continuous learning and enhancement of stakeholder's value.

MISSION
To build a strong future ensuring increased shareholders and enhanced support to associates. returns to

To adopt latest technologies in the field of engineering, construction, operation & maintenance of infrastructure projects. To encourage innovation, professional integrity, upgradation of knowledge and skills of employees and a safe working environment. To be a responsible corporate citizen committed to the social cause.

VALUES
 Openness and trust  Integrity & reliability  Teamwork & collaboration  Commitment  Creativity

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RESEARCH METHODOLOGY

Research methodology can be understood as a science of studying how research is done scientifically. In it we study the various steps that are generally adopted by the researcher. It is necessary for the researcher to know not only the research methods but also the research methodology. Researchers also need to know the assumptions underlying various techniques and they need to know the criteria by which they can decide that certain techniques and procedures wilsl be applicable to certain problems and others will not.

Researchers use a particular method of research in the context of our research study and explain why we are using a particular method or technique and why we are not using other so that research results are capable to being evaluated either by the researcher himself or by others. y Types of research:  Exploratory research  Descriptive research  Analytical research  Experimental research y Research design: A research design is purely and simply the framework or plan for study that guides the collection and analysis of data. Application and specification are the main characteristics in a research design; they can be classified on the basis of the fundamental objective of the research. Since my research is analytical, so the research design followed by me is also analytical. y Sample design: Sampling is a process of obtaining information about an entire population by examining only a part of it. Sampling is used for various reasons such as:  Sampling can save the time and money.

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 Sampling may enable more accurate measurements.  Sampling remains the only choice when a test involves the destruction of the item under study.

RESEARCH METHODOLOGY ADOPTED FOR PRESENT STUDY

1.The company selected for this study is Heinz India pvt.ltd. 2. The area selected for the study is Employee Satisfaction. 3. A questionnaire is designed for above purpose. 4. A pilot study is conducted before the actual research and the questionnaire was revised after accommodating feedback from respondents. 5. A survey was conducted on the basis of the questionnaire. 6. The responses is collected in step 5 were analysized thoroughly. 7. At the end Conclusion, Suggestions, Recommendation were given.

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CHAPTER -2
ANALYSIS OF SOM PROJECTS

The year 1967 saw Dr SOM PRAKASH GARG take that single step along with like-minded people to establish SOM PROJECT. It was the vision of this simple man who believes in human values, common sense and value of time. It has been journey of excellence since then. Starting off with the corporate office in Hyderabad, regional offices were opened to facilitate the geographical spread of new projects. SOM PROJECT was listed on the BSE & NSE stock exchanges in 1992. The year 1995 saw SOM PROJECT crossing a turnover of Rs. One billon. The Property Division was established in 1996 followed by the Transportation Division in 1998. The Water, Electrical, Power, Irrigation, Metals, Oil & Gas Divisions ere established subsequently. The GDRs, of the Company are listed on the Luxembourg stock exchange. The enormous trust placed by foreign institutional investors is reflected by the investment of US $ 100 million as on date by the Blackstone group of USA. The Company has offices in Muscat (Oman) and Dubai (UAE) and has bagged projects in these countries. Today, SOM PROJECT is the only construction company from India hailed as 'Best Under a Billion' in Asia Pacific by Forbes Asia. It is ranked as the fastest growing construction company in the country by Construction World - NICMAR and also as the 2nd largest company in terms of of turnover for the year 2006-07. It is also rated as one of India's most admired companies by Construction World and is the 4th fastest growing company in India across all sectors in a study conducted by Dalal Street Magazine. SOM PROJECT has a super ranking of 103 among India's top 1000 companies. It has also been

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ranked third on the basis of total income in construction and allied activities sector by Dun and Bradstreet in their acclaimed publication "India's Top 500 companies" in 2006.

The Company's projects have been recognized as the "Outstanding Structure of the Year" by the Indian Concrete Institute two years in a row. SOM PROJECT was awarded a bonus of Rupees 20 million for early completion of its projects. It's turnover for the financial year 2006-07 stood at Rs.29 billion. Through the years and into the future, SOM PROJECT continues to be on a steady drive towards perfection by maintaining old customs and adding new endeavors-across decades, across countries, across disciplines. It has marched on, towards newer horizons and newer challenges. The saga of excellence continues

Swot Analysis
Strengths  The promoters are well experienced in the som construction and have been successfully operating the construction in Delhi for last 30 years.  The site enjoys a strategic location in central or midtown delhi with easy access to Central, South as well as North Delhi and Western and Eastern Express highways. The site's location just off Dadar (central) Station is also an advantage at it is the main artery and commercial focus of Central Mumbai. Several multinational and leading Indian companies are situated on. The mid town location also exploits the easy accessibility to South and North Delhi.  The som projects is designed to offer top class services and ambience in line with prevailing construction in and around Delhi such as Raemee, Midtown and Avon Ruby.

Weaknesses

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Heavy capital investment. However, the cost of capital borrowed funds would be more than offset by the revenues.

Opportunities  With the government clear in its agenda for further economic liberalization, it is expected that India will get further integrated with the world economy. This will lead to increase in international and domestic business traffic.  Delhi, the capital of India is the country's economic powerhouse and a principal gateway to India. With contribution to GDP of 15% and a 13% share of FDI, Maharashtra alone accounts for almost half of all trade flowing through the country's airports and seaports. All major financial institutions are headquartered in Mumbai, including the Indian headquarters of almost 130 foreign institutional investors and is fast emerging an important IT centre in India. It is therefore expected that Mumbai will capture a disproportionally high market share of the country's business travel. Most of the multinationals and corporate housed in Mumbai are shifting from crowded places like Nariman Point and Fort to the mill district of Parel and a lot of office infrastructure development is underway in Parel and Worli. The som projects is ideally located to attract business and long stay visitors to these companies setting up their offices in these areas.

Threats  Present economic recession. It is however expected that the word economy would have a very good pace in a year's time by which time the hotel renovations would be completed.

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HEALTH, SAFETY AND ENVIRONMENT

SOM PROJECT is strongly committed to safety and accident prevention on project sites and work places to ensure that accidents do not take place, employees morale and satisfaction is improved, and in turn, the performance of Company is enhanced. One of our priorities is to protect the environment and the health and safety of the people who work for us. The effective management of health and safety and protection of the environment are integral to our business success. Everyone at SOM PROJECT is accountable for health, safety and environment (HS&E) and we work hard to foster a culture where these three factors are taken into account wherever we operate. OCC integrates HS&E into all areas of its operation, so that its sites are healthy and safe for all who work in them. Som projects is committed to carrying out all its activities without detriment to the Environment.

SOM PROJECT Infra Holding

SOM PROJECT Infrastructure Holdings Limited (NCCIHL) is a wholly owned subsidiary of Oriental Construction Company Pvt. Ltd., and was incorporated in May 27, 2005. NCCIHL is an investment vehicle of SOM PROJECT for investment in BOT/BOOT projects and the joint ventures with which SOM PROJECT is associated. NCCIHL has invested over Rs.1500 million in such SPVs.

Please visit us at : http://www.occinfra.com

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SOM PROJECT URBAN

SOM PROJECT Urban Infrastructure Ltd (NCCUIL), a subsidiary of Nagarjuna Construction Company Ltd., was incorporated in December 8, 2005. The Company's focus is on Urban Infrastructure Projects such as development of Residential & Commercial complexes, Serviced Apartments, SEZs, Integrated Townships and Complexes with advanced building techniques. The Company has been certified for: ISO 9001 : 2000, ISO 14001 : 2004 & OHSAS 18001 : 1999. NCCUIL is developing the prestigious National Games Housing Complex Project in Ranchi, Jharkhand. The Company has also acquired lands in and around Bangalore, Chennai, Goa, Gurgaon, Hyderabad, Kakinada, Lucknow, Raipur and Vizag for its Real Estate projects. NCCUIL is all set to deliver 12.8 million sft. of built up area spread over 286 acres in the next three years.

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BUILDINGS & HOUSING

Since its inception in 1978, this division the oldest in the Company evolved from a mere contractor to a full-fledged infrastructure solutions provider. Keeping pace with the times, its process features cutting-edge construction technologies on par with international standards.

Key Areas:
 Housing Projects  Industrial & Commercial Buildings  IT Parks  Shopping Malls  Sports Complexes  Stadia  Hospitals  Key Strengths:

 Superior Skills
 On-time Delivery  Deployment of World Class Equipment  Customized Solutions  Quality

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Satyam Computers, Hyderabad,

Andhra Pradesh -Govt. Hospital, Chennai, Tamil Nadu -Singapore Township, Hyderabad, Andhra Pradesh -Indoor Stadium, Hyderabad, Andhra Pradesh

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IRRIGATION
SOM PROJECT initiated its activity in the Irrigation segment in the year 2004. The division has successfully procured many irrigation projects individually and together with other reputed companies as Joint Venture partners. It also executes projects comprising canals, and spillway with gates, among others.

Key Areas:
 Dams  Lift Irrigation  Gravity Irrigation  Hydro Electric Power

Key Strengths:
 Robust Joint Venture Partnership  Quality and Timely completion  Modern Equipment

Gandikota, Kadapa Andhra Pradesh-SRBC, Kurnool

Andhra Pradesh-Gundlakamma, Prakasham, Andhra Pradesh

CHAPTER -3
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INTRODUCTION

Since the beginning of the twentieth century and especially after World War II, training programs have become widespread among organizations in the United States, involving more and more employees and also expanding in content. In the 1910s, only a few large companies such as Westinghouse, General Electric, and International Harvester had factory schools that focused on training technical skills for entry-level workers. By the 1990s, forty percent of the Fortune 500 firms have had a corporate university or learning center. In recent decades, as the U.S. companies are confronted with technological changes, domestic social problems and global economic competition, training programs in organizations have received even more attention, touted as almost a panacea for organizational problem. The enormous expansion in the content of training programs over time has now largely been taken for granted. Now people would rarely question the necessity of training in conversational skills. However, back to the 1920s, the idea that organizations should devote resources to training employees in such skills would have been regarded as absurd. Such skills clearly were not part of the exact knowledge and methods that the employee will use on his particular job or the job just ahead of him. Nevertheless, seventy years later, eleven percent of U.S. organizations deem communications skills as the most important on their priority lists of training, and many more regard it as highly

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important. More than three hundred training organizations specialize in communications training (Training and Development Organizations Directory, 1994). Previous studies on training have largely focused on the incidence of formal training and the total amount of training offered. This study, however, draws attention to the enormous expansion in the content of training with an emphasis on the rise of personal development training (or popularly known as the "soft skills" training, such as leadership, teamwork, creativity, conversational skills and time management training). Personal development training can be defined as training programs that aim at improving one's cognitive and behavioral skills in dealing with one self and others. It is intended to develop one's personal potential and is not immediately related to the technical aspects of one's job tasks. Monahan, Meyer and Scott (1994) describe the spread of personal development training programs based on their survey of and interviews with more than one hundred organizations in Northern California. "Training programs became more elaborate; they incorporated, in addition to technical training for workers and human relations training for supervisors and managers, a widening array of developmental, personal growth, and self-management courses. Courses of this nature include office professionalism, time management, individual contributor programs, entrepreneur, transacting with people, and applying intelligence in the workplace, career management, and structured problem solving. Courses are also offered on health and personal wellbeing, including safe diets, exercise, mental health, injury prevention, holiday health, stress and nutrition."
Training Excuses

Training is one element many corporations consider when looking to advance people and offer promotions. Although many employees recognize the high value those in management place on training and development, some employees are still reluctant to be trained. It is not uncommon to hear excuses regarding why someone has not received training.

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Some people are just comfortable in what they are doing. Some fail to see the value of training because they really believe that they already know it all. And while that might be true, the knowledge value of training and development is not the only perk. Training and development offers more than just increased knowledge. It offers the added advantage of networking and drawing from others experiences. When you attend a seminar or event with others who have jobs that are much like yours, you have the added benefit of sharing from life experience. The seminar notes or the conference leader might not give you the key nugget you take back and implement in the workplace. Your best piece of advice for the day might come from the peer sitting beside you. Another common excuse is that there is not enough money budgeted to pay for training. Who said that training always carries a heavy enrollment fee? Training can be free. You can set up meetings with peers who are in similar positions and ask how they are doing their jobs. Follow someone for a day to see how he organizes or manages his work and time. The cost to you is a day out of your normal routine, so the only drawback may be working a little harder on an assignment to catch up from a day out of the office. You usually dont think twice about taking a day of vacation, so why should a day of training be any different? Time is another often-heard excuse when training and development is mentioned. Have you considered that training and development might actually give you more time? Often the procedures, ideas, short cuts, and timesaving hints learned in training and development sessions equal more time in the long run. Have you heard the old saying that you have to spend money to make money? Well, in a sense, the same is true for training and development. You have to devote some time to training and development to make you more productive in the long run.

CHAPTER 4

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DATA COLLECTION METHOD

There are two types of data which are to be collected :  Primary data  Secondary data Primary data is that data which is collected a fresh for the first time and thus it is original in character. This can be collected through interviews, questionnaires, observation etc.

Secondary data is that which have already been collected by someone and which have already been passed through the statistical process. In my research study only primary data is collected through questionnaire.

SAMPLING PLAN
 Population or universe: Whole HR department  Sampling unit: A person of HR department  Sampling size: Three or four employees which are working in HR department of the company.

What is Training in terms of organization?

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Transferring information and knowledge to employers and equipping employers to translate that information and knowledge into practice with a view to enhancing organization effectiveness and productivity, and the quality of the management of people. It also means that in organizational development, the related field of training and development (T & D) deals with the design and delivery of workplace learning to improve performance.

Difference between Training and Learning

There is a big difference:  'Training' implies putting skills into people, when actually we should be developing people from the inside out, beyond skills, i.e., facilitating learning.  So focus on facilitating learning, not imposing training.  Emotional maturity, integrity, and compassion are more important than skills and processes. If you are in any doubt, analyze the root causes of your organization's successes and your failures - they will never be skills and processes.

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 Enable and encourage the development of the person - in any way that you can.  Give people choice - we all learn in different ways, and we all have our own strengths and potential, waiting to be fulfilled. Talk about learning, not training. Focus on the person, from the inside out, not the outside in; and offer opportunities for people to develop as people in as many ways you can.

Importance of Developing a Role in Training

Developing a national role in training is important for an employers' organization for several reasons. First, it enables the organization to contribute to the development of a country's human capital, through its influence on education policies and systems and training by public training institutions, to better serve business needs. It also enables it to influence employers in regard to the need for them to invest more in training and employee development - which employers should recognize as one key to their competitiveness in the future. Second, it provides an important service to members, especially in industrial relations in respect of which sources of training for employers in developing countries are few. Third, it is an important source of income provided the organization can deliver relevant quality training. Fourth, it compels its own staff to improve their knowledge without which they cannot offer training to enterprises through their own staff. Fifth, the knowledge required for training increases the quality of other services provided by the organization - policy lobbying, advisory and representation services. Sixth, it contributes to better human relations at the enterprise level and therefore to better enterprise performance, by matching corporate goals and people management policies. Finally, it improves the overall image of the organization and invests it with a degree of

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professionalism, which can lead to increased membership and influence. Many entrepreneurs seem to view employee training and development as more optional than essential...a viewpoint that can be costly to both short-term profits and long-term progress. The primary reason training is considered optional by so many business owners is because it's viewed more as an expense than an investment. This is completely understandable when you realize that in many companies, training and development aren't focused on producing a targeted result for the business. As a result, business owners frequently send their people to training courses that seem right and sound good without knowing what to expect in return. But without measurable results, it's almost impossible to view training as anything more than an expense. Now contrast that approach to one where training's viewed as a capital investment with thoughtful consideration as to how you're going to obtain an acceptable rate of return on your investment. And a good place to start your "thoughtful consideration" is with a needs analysis. As it relates to training and development, needs analysis is really an outcome analysis--what do you want out of this training? Ask yourself, "What's going to change in my business or in the behavior or performance of my employees as a result of this training that's going to help my company?" Be forewarned: This exercise requires you to take time to think it through and focus more on your processes than your products. As you go through this analysis, consider the strengths and weaknesses in your company and try to identify the deficiencies that, when corrected, represent a potential for upside gain in your business. Common areas for improvement in many companies is helping supervisors better manage for performance. Many people are promoted into managerial positions because they're technically good at their jobs, but they aren't trained as managers to help their subordinates achieve peak performance. Determining your training and development needs based on targeted results is only the beginning. The next step is to establish a learning dynamic for your company. In today's economy, if your business isn't learning, then you're going to fall behind. And a business learns as its people learn. Your employees are the ones that produce, refine, protect,

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deliver and manage your products or services every day, year in, year out. With the rapid pace and international reach of the 21st century marketplace, continual learning is critical to your business's continued success. To create a learning culture in your business, begin by clearly communicating your expectation that employees should take the steps necessary to hone their skills to stay on top of their professions or fields of work. Make sure you support their efforts in this area by supplying the resources they need to accomplish this goal. Second, communicate to your employees the specific training needs and targeted results you've established as a result of your needs analysis. Third, provide a sound introduction and orientation to your company's culture, including your learning culture, to any new employees you hire. This orientation should introduce employees to your company, and provide them with proper training in the successful procedures your company's developed and learned over time. Every successful training and development program also includes a component that addresses your current and future leadership needs. At its core, this component must provide for the systematic identification and development of your managers in terms of the leadership style that drives your business and makes it unique and profitable. Have you spent time thoughtfully examining the style of leadership that's most successful in your environment and that you want to promote? What steps are you taking to develop those important leadership traits in your people? Financial considerations related to training can be perplexing, but in most cases, the true budgetary impact depends on how well you manage the first three components (needs analysis, learning and leadership). If your training is targeted to specific business results, then you're more likely to be happy with what you spend on training. But if the training budget isn't related to specific outcomes, then money is more likely to be spent on courses that have no positive impact on the company.

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In many organizations, training budgets are solely a function of whether the company is enjoying an economic upswing or enduring a downturn. In good times, companies tend to spend money on training that's not significant to the organization, and in bad times, the pendulum swings to the other extreme and training is eliminated altogether. In any economic environment, the training expense should be determined by the targeted business results you want, not other budget-related factors. To help counter this tendency, sit down and assess your training and development needs once or twice a year to identify your needs and brainstorm how to achieve your desired results effectively and efficiently. Your employees are your principle business asset. Invest in them thoughtfully and strategically, and you'll reap rewards that pay off now and for years to come.

Beyond Training: Training and Development

Training is generally defined as "change in behavior" - yet, how many trainers and managers forget that, using the term training only as applicable to "skills training"? What about the human element? What about those very same people we want to "train"? What about their individual beliefs, backgrounds, ideas, needs and aspirations? In order to achieve long-term results through training, we must broaden our vision to include people development as part of our strategic planning. Although training covers a broad range of subjects under the three main categories (skills, attitude, knowledge), using the term "training" without linking it to "development" narrows our concept of the training function and leads us to failure. When we limit our thinking, we fall into the trap of: a. Classifying people into lots and categories b. Thinking of "trainees" as robots expected to perform a job function

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c. Dismissing the individual characteristics of people and the roles they play d. Focusing only on "what needs to be done" without adequately preparing the trainees involved to accept and internalize what is being taught. We are dealing with human thoughts, feelings and reactions which must be given equal attention than to the skill itself. We thus create a double-focus: people development and skills training. These two simultaneous objectives will give us the right balance and guide our actions to reach our goal. To clarify our training and development objectives, and identify our criteria for success, we must ask ourselves a few questions:
y y y y y y y y y y y y y y y y

Do we expect an automatic, faultless job performance? Does attitude count? Does goodwill count? Do loyalty and dedication count? Does goal-sharing count? Does motivation count? Do general knowledge and know-how count? Do people-skills count? Does an inquisitive mind count? Does initiative count? Does a learning attitude count? Does a sense of responsibility count? Do team efforts count? Do good work relations count? Does creative input count? Do we want employees to feel proud of their role and contribution?

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How can we expect such qualities and behavior if we consider and treat our personnel as "skills performers"? However, we could achieve the desired results if we address the personal development needs of the employees involved. When we plan for both "training" and "development", we achieve a proper balance between the needs of the company and those of the trainees. The synergy created takes us to new levels, to a continuing trend of company growth. Our consideration of the people involved results in work motivation, goalsharing, and a sense of partnership. Not only do the employee-trainees perform at the desired levels, but they offer to the company and its customers their hidden individual gifts and talents, and this reflects itself in the quality of service. Customers feel and recognize efficient performance, motivation and team-work. They become loyal customers. We can learn from the case of a small restaurant operator who had become desperate at the negligent attitude of his servers, resulting in customer complaints. He decided to seek professional expertise to help him replace his employees with "motivated, trained" people fresh out of a waiter's training school. Following some probing questions it came to light that, besides hourly pay, he did not offer much to attract and retain loyal and dedicated employees. Through professional consultation, he came to realize that even if he paid higher wages to new "trained" employees, the problem would persist because employees want more than wages from their work place. They want:
y y y y y y

Organization and professional management Information regarding the business and its customers Recognition for their role in the company's success Acknowledgement of their individual capacities and contributions Positive discipline / fairness A say in the way the business is run.

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The restaurant operator realized that until then he had treated his employees as "plate carriers" and this is exactly how they had behaved and performed. He was ready to change his mode of operation: he diverted his focus to the needs of his employees, restructured his organisation, planned new operational strategies, a human resources strategy, training and development guidelines, disciplinary rules and regulations. He communicated and shared these in a meeting with his employees and handed out the employee handbook prepared for that purpose. He also reminded them of their responsibilities towards the business, the customers, and themselves (taking charge of their own training, development, and work performance). They were more than pleased when he asked them to express their opinions, make comments and suggestions. He was surprised at the immediate transformation that took place. He began receiving excellent reviews from his customers, the employees worked as a team, their motivation sky-rocketed and he never had to replace them! All this was accomplished by extending the previous concept of training to that of training and people development. Training and Development represents a complete whole that triggers the mind, emotions and employees' best work performance. It is not only business managers and owners who must do this shift in thinking, but Human Resources Directors and Training Managers (whose title should be "Training and Development" Managers). By their actions, they should offer a personal example, coaching and guiding all the people in an organisation to think "beyond training" and invest efforts in people:
y y

Professional development Personal development.

Contrary to what some managers think, people do not quit a place of work as soon as they have grown personally and professionally through training and development programs - at least they do not do so for a long while. They become loyal to their employer and help him/her grows business-wise, which offers them more opportunities.

- 33 -

They chart their own course for career advancement within the broader framework of organizational growth. Do we not call employees our "human resources asset"? Whatever their positions, each expect to be treated as such; when they are, they give more than their physical presence at work.

Training & Evaluation

Training Improving business performance is a journey, not a destination. Business performance rises and falls with the ebb and flow of human performances. HR professionals lead the search for ways to enhance the effectiveness of employees in their jobs today and prepare them for tomorrow. Over the years, training programmes have grown into corporate with these goals in mind. Training programmes should enhance performance and enrich the contributions of the workforce. The ultimate goal of training is to develop appropriate talent in the workforce internally. In India, training as an activity has been going on as a distinct field with its own roles, structures and budgets, but it is still young. This field is however; expanding fast but controversy seems to envelop any attempts to find benefits commensurate with the escalating costs of training. Training has made significant contributions to development of all kinds. Training is essential; doubts arise over its contribution in practice. Complaints are growing over its ineffectiveness and waste. The training apparatus and costs have multiplied but not its benefits. Dissatisfaction persists and is growing at the working level where the benefits of training should show up most clearly. This disillusionment shows in many ways reluctance to send the most promising people for training, inadequate use of personnel after training etc. With disillusionment mounting in the midst of expansion, training has entered a dangerous phase in its development.

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Training is neither a panacea for all ills nor is it a waste of time. What is required is an insight into what training can or cannot do and skill in designing and carrying out training effectively and economically. The searchlight of inquiry may make the task and challenges stand out too starkly, too simply. Using experience with training in India and other rapidly developing countries has this advantage at similar risk. The contribution that training can make to development is needed acutely and obviously. At the same time, the limited resources available in these countries make this contribution hard to come by. These lines are sharply drawn; on the one hand, no promise can be ignored; on the other, no waste is permissible. Much of the training provided today proceeds as if knowledge and action were directly related. This assumption is itself a striking illustration of the wide gulf that separates the two. On a continuum with personal maturation and growth at one end and improvement in performance of predetermined tasks at the other, education lies near the former, and training near the later. Focusing training on skill in action makes the task wide and complex. Training embraces an understanding of the complex processes by which various factors that make up a situation interact. For every training strategy, no matter which, the proper focus right from the very outset is on one or more people on-the-job-in-the-organization this whole amalgam. Wherever the focus moves during the training programme, the starting point becomes the focus again at the end. The difference lies in what people have learned that they now apply. That difference, in terms of more effective behavior is the measure of the efficacy of training. The training process is made up of three phases: Phase 1: Pre-training. This may also be called the preparation phase. The process starts with an understanding of the situation requiring more effective behavior. An organizations concerns before training lie mainly in four areas: Clarifying the precise

- 35 -

objectives of training and the use the organization expects to make of the participants after training; selection of suitable participants; building favorable expectations and motivation in the participants prior to the training; and planning for any changes that improved task performance will require in addition to training.

Phase 2: Training. During the course of the training, participants focus their attention on the new impressions that seem useful, stimulating and engaging. There is no guarantee that the participants will in fact learn what they have chosen. But the main purpose remains: participants explore in a training situation what interests them, and a training institutions basic task is to provide the necessary opportunities. Having explored, participants try out some new behavior. If they find the new behavior useful, they try it again, check it for effectiveness and satisfaction, try it repeatedly and improve it. Finally, they incorporate this new facet into their habitual behavior in the training situation. If they do not find it useful, they discard it, try some variant, or discontinue learning in this direction. The intricate process of selection and testing is continuous and more or less conscious. It is important that work organizations meanwhile prepare the conditions for improved performance by their participants upon their return.

Phase 3: Post-training. This may be called the "follow up" phase. When training per se concludes, the situation changes. When the participants return back to work from the training, a process of adjustment begins for everyone involved. The newly learned skills undergo modification to fit the work situation. Participants may find their organizations offering encouragement to use the training and also support for continuing contact with the training institution. On the other hand, they may step into a quagmire of negativity.

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More effective behavior of people on the job in the organization is the primary objective of the training process as a whole. In the simplest training process, improvement is a dependent variable, and participants and organizations independent variables. The training process has the following major objectives: 1) Improvement in Performance Training will be an important aid to managers for developing themselves as well as their subordinates. It is not a substitute for development on the job, which comes from doing, experiencing, observing, giving and receiving feedback and coaching. Research has shown that 80% of a persons development takes place on the job. However, training can contribute the vital 20% that makes the difference. Training can bring about an improvement in a persons:  Knowledge  Skills  Attitude  Thereby raising his potential to perform better on the job. 2) Growth Training is also directed towards developing people for higher levels of responsibility thereby reducing the need for recruiting people from outside. This would have the effect of improving the morale of the existing employees. 3) Organizational Effectiveness In company training provides a means for bringing about organizational development. It can be used for strengthening values, building teams, improving inter-group relations and quality of work life. The ultimate objective of training in the long run is to improve the companys performance through people performing better.

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Benefits of Training Evaluation Evaluation has three main purposes: Feedback to help trainers understand the extent to which objectives are being met and the effectiveness of particular learning activities as an aid to continuous improvement Control to make sure training policy and practice are aligned with organizational goals and delivering cost-effective solutions to organizational issues Intervention to raise awareness of key issues such as pre-course and post-course briefing and the selection of delegates Evaluation is itself a learning process. Training which has been planned and delivered is reflected on. Views on how to do it better are formulated and tested .The outcome may be to:  Abandon the training  Redesign the training new sequence, new methods, new content, new trainer  Redesign the preparation/pre-work new briefing material, new pre-course work  Rethink the timing of the training earlier or later in peoples career, earlier or later in the training programme, earlier or later in the company calendar  Leave well alone The following are the clear benefits of evaluation:  Improved quality of training activities  Improved ability of the trainers to relate inputs to output  Better discrimination of training activities between those that are worthy of support and those that should be dropped  Better integration of training offered and on the job development

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CHAPTER 5

DATA ANALYSIS
QNo1 ARE YOU SATISFIED WITH YOUR PHYSICAL WORK CONDITIONS?

13% 6%

VERY DISSA ISFIED DISSA ISFIED NEU RAL SA ISFIED

25%

VERY SA ISFIED

Ans 75% EMPLOYEES ARE SATISFIED WITH PHYSICAL WORK CONDITION & 19% ARE NOT SATISFIED. QNo2 ARE YOU SATISFIED WITH YOUR FELLOW WORKERS?

13% 37%

1% 18%

VERY DISSA ISFIED DISSA ISFIED NEU RAL SA ISFIED

31%

VERY SA ISFIED

Ans 68% EMPLOYEES ARE SATISFIED WITH THEIR FELLOW WORKERS & 14% ARE NOT SATISFIED.

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50%

6%

QNo3 ARE YOU SATISFIED WITH THE RECOGNITION YOU GET FROM GOOD WORK?

6%

6%

6% 13%

VERY DISSATISFIED DISSATISFIED NEUTRAL SATISFIED

69%

VERY SATISFIED

Ans

82% EMPLOYEES ARE SATISFIED WITH THE RECOGNITION THEY GET

FROM THEIR GOOD WORK & REMAININGS ARE NOT SATISFIED. QNo4 ARE YOU SATISFIED WITH YOUR IMMEDIATE BOSS?

14% 37% 2% 17%

VERY DISSATISFIED DISSATISFIED NEUTRAL SATISFIED VERY SATISFIED

30%

Ans 67% EMPLOYEES ARE SATISFIED WITH THEIR BOSS, WHILE 16% ARE NOT.

- 40 -

QNo5 ARE YOU SATISFIED WITH THE RELATIONS IN SOM PROJECTS?

MANAGEMENT-EMPLOYEES

6% 44%

6%

6%

VERY DISSATISFIED DISSATISFIED NEUTRAL SATISFIED

38%

VERY SATISFIED

Ans

82% EMPLOYEES ARE SATISFIED WITH MANAGEMENT-EMPLOYEES

RELATION AND REMAININGS ARE NOT SATISFIED. QNO 6 ARE YOU SATISFIED WITH YOUR PAY PACKET ?

8%

8% 23%

VERY DISSATISFIED DISSATISFIED NEUTRAL SATISFIED 15% VERY SATISFIED

46%

Ans 61% EMPLOYEES ARE SATISFIED WITH THEIR PAY PACKET WHILE REMAININGS ARE NOT.

- 41 -

QNo7 ARE YOU SATISFIED WITH THE ATTENTION PAID BY MANAGEMENT ON YOUR SUGGESTION ?

6%

6% 19%

VERY DISSATISFIED DISSATISFIED NEUTRAL

50%

SATISFIED 19% VERY SATISFIED

Ans 56% EMPLOYEES ARE SATISFIED WITH WORKERS PARTICIPATION IN MANAGEMENT, WHILE 25% ARE NOT. QNo8 ARE YOU SATISFIED WITH YOURS WORKING HOURS IN OFFICE ?

6% 38%

6%

6%

VERY DISSATISFIED DISSATISFIED NEUTRAL SATISFIED

44%

VERY SATISFIED

Ans 82% EMPLOYEES ARE SATISFIED WITH THEIR WORKING HOURS & 12% ARE NOT SATISFIED

- 42 -

Qno9 ARE YOU SATISFIED WITH YOUR POWER AND PRESTIGE IN THE JOB?

6% 38%

6% 19%

VERY DISSATISFIED DISSATISFIED NEUTRAL SATISFIED VERY SATISFIED

31%

Ans 69% EMPLOYEES ARE SATISFIED WITH THEIR POWER AND PRESTIGE IN THE JOB, WHILE REMAININGS ARE NOT QNo10 ARE YOU SATISFIED WITH YOUR JOB SECURITY?

19%

6% 25%

VERY DISSATISFIED DISSATISFIED NEUTRAL SATISFIED 6% VERY SATISFIED

44%

Ans 63% EMPLOYEES ARE SATISFIED WITH THEIR JOB SECURITY, WHILE REMAININGS ARE AFRAID OF THAT.

- 43 -

The Training Role

Internal Training
The role of an employers' organization in training has to be viewed from different perspectives. First and foremost it must be viewed from an "internal" point of view i.e. the training and development of its own staff. This is essential to the effectiveness of the organization's training services as well as to the other services it provides members, all of which fall within the following:
y

Influencing the legal and policy environment needed for business growth and development

Direct services to members This requires that the staff be trained in the areas of the organization's services and

core competencies which may include areas such as:

y y y y

Industrial relations Human resource management Occupational safety and health Information analysis and research for:

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 Influencing the policy environment  Transferring knowledge to members  Undertaking wage and other surveys

Training Services
This objective of training (i.e. to make its other services more effective) involves mostly the acquisition of knowledge needed for staff to perform their functions. This is an important pre-requisite to staff undertaking the second role of an employers' organization in training, which is to provide training to members (and sometimes to nonmembers) in areas in which they expect services. But unlike in the case of the first objective of training earlier referred to, this second role or objective requires not only knowledge in the areas of training, but also training skills i.e. in training techniques or methodologies. If staff do not develop training skills
y y

They will be able to transfer knowledge But not the skills to apply the knowledge to particular situations which arise in enterprises (productivity is increasingly the application of knowledge). Examples include negotiation, workplace mechanisms to improve workplace

relations and human resource management policies and practices such as:
y y y y y

Recruitment, selection, induction Performance appraisal Leadership and motivation Employee retention Wage and salary determination

The main objectives of this second training role (to provide training to members) are:
y

To provide members with the means to address labour - related problems and issues

- 45 -

To instill in enterprise managers the skills needed to improve their management of people

Where enterprises have a training department, to train their personnel. It follows that the staff of employers' organizations are not themselves practitioners

in people management. They are trainers of those engaged in managing people and, occasionally of other trainers.

Influencing National Policies and Programmes

The third role is one to be discharged at the national level, and involves influencing national educational and skills training policies and schemes. This could be affected in a variety of ways:
y y

Through representation on the policy boards of national training institutions. Identifying employers' education and skills needs and providing feed back from employers. Employers' organizations could form executive training committees within the organization such as the Education Committee in the Japan Federation of Employers' Associations, the Industrial Education and Training Committee in the Korean Employers' Federation and the Committee on Manpower and Development in the Singapore National Employers' Federation. At the initiative of the New Zealand Employers' Federation the School-Industry Links Development Board was established in 1990 to strengthen the relationship between secondary schools and business. Unique pilot programmes were commenced in 1992 on "Teacher Placement in Industry" and "Management Course for Secondary School Principals".

Influencing

government,

education

and

training

authorities

to

correct

inappropriate policies and to commence preparing for the future education and training needs if HRD policies are to have impact.

- 46 -

Initiating or promoting teacher education programmes to impart to them knowledge about the role of business in society, the environment needed for business development etc.

Promoting closer links between employers and educational and training institutions.

Influencing course content e.g. management course contents to include more human relations management subjects, and even basic management in occupational safety and health and environmental management.

Other Roles
A fourth role is for an employers' organization to raise awareness among employers of the need for increased investment in the development of human capital as an essential condition for achieving competiveness. A fifth role is in the training of personnel or human resource managers, given the fact that their role still tends to be downgraded relative to other management functions such as finance, marketing and production. This role could also be undertaken through training support given to professional bodies like an institute of personnel management. A sixth role for an employers' organization is the provision of advisory services to member companies by
y

Assisting trainers in enterprises to develop or improve their in-house training programmes, especially in the areas of the employers' organization's expertise

y y

Upgrading the knowledge of company trainers Maintaining a directory of relevant training programmes/courses Seventh, an employers' organization should be able to influence the provision of

training incentives to be offered to employers, through the tax system or training levies.

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Numerous examples in countries abound which can provide useful ideas to employers' organizations. Eight, an employers' organization could develop training material to be used by enterprises for in-house training.

Understanding Employee Drives and Motivations - The First Step towards Motivation at Work

However large or small a company or business is, it is employees at all levels that can make or break it. This holds true not only for the people we hire on a regular basis, but also for temporary and contracted workers. It is as important to research and study the needs, drives, and expectations of people we hire or employ, and aim at responding to and satisfying those, as it is with regard to customers. In actual fact, considering the role each "employee" plays in a company's success, analyzing and planning an adequate response to employees' motivations deserves first place in the order of business.

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Before going any further, let us shift our approach from grouping people under the generic category of "employee" to individual human beings and term them as "hired workers" or "working partners". This is what they are. We must acknowledge them as human beings with individual needs, drives, characteristics, personalities, and acknowledge their contribution to the business success. Though each person has specific needs, drives, aspirations, and capabilities, at varying degrees of intensity, people's basic needs are the same, as illustrated by Abraham Maslow in the following model: SelfActualization Ego Social Needs Safety Needs Physiological Needs

MASLOW'S HIERARCHY OF NEEDS Maslow explains the Hierarchy of Needs as applied to workers roughly as follows: Physiological Needs Basic physical needs: the ability to acquire food, shelter, clothing and other basics to survive Safety Needs: a safe and non-threatening work environment, job security, safe equipment and installations

- 49 -

Social Needs: contact and friendship with fellow-workers, social activities and opportunities Ego: recognition, acknowledgment, rewards Self-Actualization: realizing one's dreams and potential, reaching the heights of one's gifts and talents. It is only when these needs are met that workers are morally, emotionally, and even physically ready to satisfy the needs of the employer and the customers. Worker motivation must also be viewed from two perspectives: 1. Inner drives 2. Outer (external) motivators. A person's inner drives push and propel him/her towards an employer, a particular job, career, line of study, or other activity (such as travel or recreation). It is these drives that Maslow delineates in his hierarchy of needs, and which we must understand and internalize, use as guidelines in our efforts to help employees feel motivated. The outer (external) motivators are the mirror image the employer or outside world offers in response to the inner drives. In order to attract the "cream of the crop" of available workers, same as in his/her dealings with customers, the employer not only tries to satisfy these basic needs, but to exceed them - taking into consideration additional extraordinary needs individual workers have.

Most workers need to:

- 50 -

1. Earn wages that will enable them to pay for basic necessities and additional luxuries such as the purchase of a home, or travel 2. Save for and enjoy old age security benefits 3. Have medical and other insurance coverage 4. Acquire friends at work 5. Win recognition 6. Be acknowledged and rewarded for special efforts and contributions 7. Be able to advance in life and career-wise 8. Have opportunities for self-development 9. Improve their skills, knowledge, and know-how 10. Demonstrate and use special gifts and abilities 11. Realize their ideals. The employer responds to those needs by offering and providing: 1. Employment 2. Adequate pay 3. Assistance to workers for their special needs (such as child care arrangements, transportation, flexible work schedules) 4. Job security (to the degree possible) 5. Clear company policies 6. Clear and organized work procedures 7. A stable, just and fair work environment 8. A safe work environment 9. Medical coverage and other benefits 10. An atmosphere of teamwork and cooperation 11. Social activities 12. Reward and recognition programs 13. Incentive programs 14. Open lines of communication (formal and informal) 15. Systematic feedback

- 51 -

It is important that the employer discover other extraordinary needs applicants have before hiring them and know beforehand whether he/she can satisfy those needs or not. An employee may have:
y y

Family responsibilities and be unable to work shifts, overtime, or weekends Heavy financial responsibilities which he/she can meet only by working at two jobs, leading to exhaustion, "sick leave", and deficient work performance

y y

A desperate financial need for additional overtime and weekend remuneration Premature expectations of swift promotions. Some other needs the employer can expect, for which company policies

should be planned accordingly:

y

If the company is in a remote location, all employees will have a need for more social activities

y y

Many single people look for dates and spouses at work Some women may not be ready to work late shifts unless the employer provides transportation back home

Some workers may have a problem with drug or alcohol abuse. In addition to needs and drives, adult workers have expectations from their

employer - they expect:

y y y y y y y

A knowledgeable, experienced, expert employer Clear and fair policies, procedures, and employment practices Business integrity Clear job descriptions Two-way communications Effective management and supervision Positive discipline

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y y y y y y

Good company repute Good customer relations Company survival Opportunities for personal growth Company growth A share in the company's success. Business owners and managers are under constant scrutiny by the people

they hire. Adult workers care beyond the salary - they care to know to whom they entrust their fate, reputation, and security. They consider their work as a major factor that shapes their lives and the lives of those dear to them. Once they feel confident that the employer and their place of work is what they wished for and expected, they are ready to contribute above and beyond "the call of duty". Most of these needs, expectations and aspirations are unexpressed - it is up to the employer to develop a good system of company communications, employee relations, training and development that will lead to an environment of openness, cooperation, teamwork, and motivation that will benefit all the parties involved. Cross-Training as a motivational and problem-solving Technique Many managers, including human resources directors, mistakenly believe that employee motivation can be won through monetary rewards or other perks. They learn soon enough that such perks are taken for granted and that money is not the key to employee motivation. A professional and unified management, in a good work environment, is the basis on which to build employee motivation. While high employee turnover reflects on low morale and lack Of motivation, when seen from another angle, the absence of turnover quickly results in de-motivation since the possibility of motion and forward-motion is taken away from employees. It is against human nature to remain static, performing the same duties day in, day out, without expectations of change in routine or opportunities for advancement.

- 53 -

Following a reading or lecture on the subject, managers sometimes implement "job enrichment" in a misguided manner, adding unrewarded responsibilities on the shoulders of their supervisors and employees. and has the reverse of the intended effect. An effective training technique which results in motivation is cross-training, when implemented horizontally, upward and downward. Department heads, assistants and employees can cross-train in different departments or within the department itself. With background support, employees can have one day training in the role of department head ("King for the Day"). When a General Manager is away, department heads can take roles replacing him, which is a form of cross-training. Cross-training should be carefully planned and presented as a learning opportunity. It should be incorporated in a hotel's master yearly training plan, covering all positions and departments. It should begin with supervisory level and filter down to entry-level positions. Housekeeping should cross-train in Front Office and vice-versa; Front Office in Marketing, Sales, Public Relations, Food & Beverage, Banquets, Security; Marketing & Sales in Front Office, Food & Beverage, Purchasing; Food & Beverage Service in the Culinary department and vice versa; Human Resources in different departments and vice versa. This technique achieves the following objectives:
y y y y y y y

This results in a feeling of exploitation

Prevents stagnation Offers a learning and professional development opportunity Rejuvenates all departments Improves understanding of the different departments and the hotel as a whole Leads to better coordination and teamwork Erases differences, enmity and unhealthy competition Increases knowledge, know-how, skills and work performance

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y y

Improves overall motivation Leads to the sharing of organizational goals and objectives. Sending people to work in another department at a moment's notice is not what

cross-training is about. This has to be an effective planned process. Employees must "buy" into the idea, be encouraged to give feedback and make suggestions for improvement. They become "partners". Departmental communications meetings can be used to share lessons learned. When employees think "the grass is greener on the other side of the lawn" they soon realize their mistake after exposure to other departments. They return to their job with a better attitude. Cross-training can also be used to "shake up" supervisors or employees who have lapsed into poor performance. Upon being moved to a different position or department, albeit temporarily, they hear "warning bells", shape up and usually return to their positions as exemplary performers. Depending on the budget at hand and the objectives to be achieved, the time for cross-training can vary from one day to a week or more. Details must be coordinated with the "receiving" department head. The trainee is incorporated within the department's activities for the duration of the cross-training (briefings, meetings, or obligations). A more sophisticated form of cross-training is job rotation, which usually involves extended periods (from one month to six months). With job rotation, the employee's role is of a different nature. He is not considered as trainee, but is responsible over certain job functions, for which he has to prove himself. Both cross-training and job rotation create a team of workers who are more knowledgeable, can easily replace each other when needed and who gain new confidence regarding their professional expertise. These two techniques lead to great motivation throughout the company.

- 55 -

Unionized properties face some difficulty in implementing such techniques due to the rigidity of Union policies and labor agreements. It is up to management to win over Unions on this concept and convince them of the benefits to employees' careers. Union representatives can be made to understand that company-wide cross-training involves substantial investment in time, effort and payroll. The benefits, however, are enjoyed by the three main stakeholders: employees, management and guests. Employees enjoy the rewards of added know-how, skills, career opportunities and future security due to business success.

Problems for Employers' Organizations Developing Training Role

Several reasons account for the problems faced by employers' organizations in training their own staff, and in providing training to members. They include the following:
y

Unlike enterprises which can have their staff trained in management and other training institutions, there are no courses and training institutions which are geared to the needs of employers' organizations. This places a heavy responsibility on senior staff to train new recruits and on staff to develop themselves. Therefore organizations often rely on the ILO to conduct training programmes designed to serve the needs of employers' organizations, and to provide staff with study tours to other employers' organizations.

Most organizations do not have skilled trainers i.e. persons who have been trained as trainers.

y y

Inadequate training material Inadequate information/knowledge relating to labor-related subjects needed to attract enterprises to the organization's training programmes.

- 56 -

The economic viability of having full time training staff. Due to financial constraints, an employers' organization would generally have to keep full time training staff to a minimum. Therefore staff with special skills providing advisory and representation services should be trained as trainers to enable them to undertake some training in their areas of expertise.

Developing the Organization's Training Function

Pre-requisites
There are certain prerequisites essential to undertaking a training role in relation to members. Training may be affected in three ways
y y

By the employers' organization's own staff By external persons or institutions the employers' organization may contract with to conduct training

By a combination of both the above methods, this would usually be the most practical since it is unrealistic to expect employers organizations to develop the level of skills needed in all the areas of training. Even in courses conducted by the organization trainers or resource persons can be

used for selected subjects to enrich the programme.

- 57 -

Where training is conducted by the staff of the employers' organization it follows that it must have a comparative advantage in the subject matter of the training. In order to have that advantage the staff should
y y

Have the requisite knowledge in the subject matter Be trained as trainers, although this is not critical in all cases. For instance, conducting courses on the application of the labor laws requires knowledge of the subject matter, and skills in training may not be particularly critical though undoubtedly useful.

Be supported by an up to date information and research base. The above mentioned pre-requisites underline the two types of training an

employers' organization might undertake. The first is the transference of information and knowledge needed by enterprises to make decisions in labor related areas. This requires the first and third pre-requisites referred to. However, in order to have an impact on enterprises in the management of people, the training needs to go beyond knowledgetransference and demonstrate how to translate the relevant knowledge into practice. This involves not only a sound information and research base and staff with the requisite knowledge, but also staff with training skills.

Identifying Areas of Training Specialization

Employers' organizations do not usually offer training in all areas of management (e.g. general management, finance, and marketing) because
y

These are specialized areas requiring knowledge in subjects outside the mandate of an employers' organization

Such training is provided by other institutions like business schools and polytechnics which specially cater to these training needs. However, in some areas training undertaken by employers' organizations and

other institutions overlap. An example is negotiation skills on which business education

- 58 -

institutions in some countries have highly effective programmes. Another is human resource management. Therefore it is important for employers' organizations to develop an expertise in training in industrial relations (laws, workplace labor relations practices, wages, and negotiation). It is a subject in which it can develop a comparative advantage, especially since in many countries such training is seldom offered by other institutions. Even if other institutions do, they may lack the practical experience employers' organizations develop if they provide direct services to members. An increasingly important target group is the small enterprise sector which, unlike the large scale sector, usually lacks a human resource manager or a training policy and in house training facilities. A special needs assessment may have to be conducted in this sector as its needs tend to differ from those of large and medium scale enterprises. The ILO has developed the Improve Your Business (IYB) programme, which is a system of inter-related training packages and supporting materials for providing owners and managers of small enterprises with training in basic business management skills.

- 59 -

Establishing Training Priorities

The employers' organization should establish a priority table in respect of the areas in which it wishes to
y y

Itself provide the training Act only in a subsidiary capacity by, for instance, collaborating with external institutions or individuals.

Provide training material

Some of the areas in which an employers' organization can undertake training are: a. Industrial Relations and Labour Law. This should be a priority as it is the labour relations role which, more than any other, distinguishes an employers' organization from other employer bodies.

b. Personnel and Human Resource Management. Training in this area helps to strengthen personal departments and human resource management functions. Since one of the main objectives of HRM is to integrate it with the functions of line managers, HRM training should be made available to all enterprise managers. However, training in this field may require linking up with institutions which are qualified in this regard, as it is difficult to build a comparative advantage without external assistance.

c. Negotiation and negotiation skills. This is important not only for the conduct of collective bargaining but also for enterprise managers in their frequent interactions with their employees and other enterprises. d. Safety and health. An employers' organization could develop a limited role, such as interpreting relevant laws and training safety committees in enterprises.

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e. Productivity. Here a limited role is possible, largely through training to achieve sound industrial relations and in HRM practices which promote productivity improvement. Productivity bargaining and performance and skills based pay systems are a part of an employers' organization's mandate directly linked to productivity.

f. Supervisory training. This often neglected area of training is an important means of improving workplace labour relations and productivity. The ILO has developed a supervisory training module which has been found useful by enterprises.

g. Cross-cultural management training. In the context of increasing investment in countries from both within and outside the region and the apparent proliferation of disputes flowing from cross-cultural "mismanagement", there is scope for the development of training programmes for foreign personnel designed to acquaint them with local practices and cultural factors relevant to managing local employees. Increasingly, local employees also need to adjust to the management requirements and styles of foreign companies. Strangely, this has been a much neglected area of training. However, it requires quite a mastery of local systems, practices and culture. Training should not take the form of only collective training programmes i.e. for personnel from several different enterprises. Considerable impact can be achieved through the design and conduct of training programmes for particular enterprises at plant level as it facilitates addressing a particular enterprise's needs. The latter type of programme also has a reasonable chance of attracting senior managers who are in a position to influence the company's policies.

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Equipping the Organization for Training

The organization should equip itself to perform a training role. Among other things, this involves the followings:
y

Analyzing the organization's strengths and weaknesses in training in the light of the needs assessment surveys and identification of the areas of training.

y y

Training the staff in training skills Where relevant, studying the management of the training function of employers' organizations which have developed an excellence in training

y y y

Improving the organization's information/research/knowledge base Developing training courses and materials Where necessary entering into arrangements with outside individuals or institutions to design and/or conduct training programmes

Appointing a training manager, or at least a person to plan and coordinate the training

Acquisition of the training equipment needed. As a brief review of terms, training involves an expert working with learners to

transfer to them certain areas of knowledge or skills to improve in their current jobs. Development is a broad, ongoing multi-faceted set of activities (training activities among them) to bring someone or an organization up to another threshold of performance, often to perform some job or new role in the future.

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Topics of Employee Training

1) Corporate ethics: This covers the value of good manners, courtesy, consideration, personal dcor and good rapport. It also shows why and how to discourage gossip, controversies, personal work at office, rush jobs etc. 2) Communications: The increasing diversity of today's workforce brings a wide variety of languages and customs. Right from the way the receptionist handles a call to how the CEO deals with a customer gives a glimpse of the image of an organization. Such training encompasses oral, written and presentation skills. It stresses the importance of communication being clear, concise, concrete and colorful. 3) Career and life planning: A primarily employee-oriented training objective u

undertaken to help employees plan for their lives, career, retirement, redundancy etc. Such training imparts the values of life skills that employees need under different and difficult circumstances. 4) Computer skills: Computer skills are becoming a necessity for conducting administrative and office tasks. 5) Customer service: Increased competition in today's global marketplace makes it critical that employees understand and meet the needs of customers. 6) Diversity: Diversity training usually includes explanation about how different perspectives and views, and includes techniques to value diversity people have

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7) Staff management and team building: Such training shows the importance and benefits of good management and how everyone can achieve more through teamwork. 8) Stress management: Stress is an individuals response to threats and challenges in the environment. Manifested physiologically and physically, it may occur due to role conflict, role ambiguity, role incompatibility, role overload or role under load. Stress management techniques are covered under this objective. 9) Time management: Time management skills covered here showcase the importance of being specific, delegation and prioritization. They also show how to set measurable, attainable, relevant and time-bound goals. 10) Human relations: The increased stresses of today's workplace can include misunderstandings and conflict. Training can people to get along in the workplace. It also includes interpersonal relationship skills Communication is a two-way exercise and this objective covers the importance of listening, concentrating, showing empathy and selfawareness. 11) Quality initiatives: Initiatives such as Total Quality Management, Quality Circles, benchmarking, etc., require basic training about quality concepts, guidelines and standards for quality, etc. 12) Safety: Safety training is critical where working with heavy equipment , hazardous chemicals, repetitive activities, etc., but can also be useful with practical advice for avoiding assaults, etc. 13) Sexual harassment: Sexual harassment training usually includes careful description of the organization's policies about sexual harassment, especially about what are inappropriate behaviors. 14) Memory skills: This objective highlights techniques for better reception, retention and recall through audio and visual learning techniques. It helps to improve skills by

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employing

all

senses,

associating

and

following

systematic

review

plans.

15) Special skills: Besides the above, organizations also impart special job-related skills. These may include technology training, report writing, technical training, quality assessments etc. An organization may choose to impart training in any or many of the objectives mentioned above. But before one invests it is important to choose a trainer who is good and capable of making a positive difference with his or her training methodologies. Also organizational training needs to be undertaken keeping the mission and the vision statement of the organization in view.

2 Training in Call Centers

Top Four blunders in Training This is big questions that will the Outsourcing Trend continue to survive with falling training standards?

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What's the bottom line? Call Center Employers will regret slashing their training budgets to save a few dollars. For a small investment, employers can protect themselves and save hundreds of thousands of dollars in costs. Below are the top four training blunders that many employers make and later regret. Blunder #1: They distribute training policies and that's all they need to do. Distributing a company/induction/training policy is not sufficient to show workforce that a company has met its legal obligation to train its workforce and create an educated work-environment. Also, line managers - the people in the trenches and making their daily employment decisions - are the best hope of creating a energetic & learning workplace. Therefore, it is very important to train the management staff so they can "spot the issue," recognize a situation involving a issue and seek help from HR. Blunder #2: They fine since they had training six months ago.

In order to use training as a defense tool, companies must verify that each and every worker received training. All companies experience turnover and absenteeism problems, which undermine training effectiveness. Therefore, companies should receive written or electronic training verifications and audit those verifications ANNUALLY to ensure legally defensible training. Compliance training loses significant value if the company is not able to present tracking information and documentation showing that each of their workers received annual training. Also, many employers experience the all too common scenario where they know they provided training, they know the employee likely attended the training - but they cannot prove it for lack of documentation. The company shouldnt make such mistake. Blunder #3: the company has an HR assistant conduct training workshops. A company needs to rely on the quality and effectiveness of its training. Otherwise, why do it? Using an in-house trainer can be difficult if the person lacks expertise or credibility within the organization. The trainer must be a senior executive or an outside professional to gain the respect and attention of the training participants. Also, companies should have

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a qualified expert conduct the training - a person who can also provide training testimony in the event the training is ever legally challenged. Blunder #4: the company always want in-person training rather than Web-based and they can't afford it this year. A blended learning solution (combining in-person and Web-based) is the most comprehensive and effective training solution. However, some Web-based programs can also be an effective stand-alone solution. For example, in-person training costs about 4000 to 5000 per person just for the training. That does not account for ancillary expenses such as travel costs, staff costs or lost productivity/opportunity costs. In contrast, Webbased training can cost as little as 3000 per person, without any hidden costs. The call center employers need to devote energy and resources to their employees more than ever before in order to maintain a productively workplace amidst this recession and the poor morale pervading the marketplace.

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CHAPTER 6

CONCLUSION
HR development prepares individuals for future job responsibilities. At the same time, it attempt to contend with employee obsolescence, international and domestic workforce diversity, technological changes, affirmative action and employee turnover. If HRM is to fulfill its aim in valuing human assets, it is necessary to invest in them. This implies a positive attitude toward training and development. In organisation where there is a core knowledge-based workers, development is to maintain their ability to add value to the enterprise. This is equally true where multiskilled workers are required to participate in teamwork. On the issue of flexibility, it will be necessary to ask the question, how much investment should be made in temporary workers... . At SOM PROJECTS various training and development programmed are organised to improve the quality of work and to motivate the employee and developing new skills ability to learn more. Training and development with motivation is very important process for employee and organisation to in the present global market. Where training makes employees versatile, mobile, flexible, and useful to the organisation whereas properly motivated employees can produce excellent results by putting facilities to good use.

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CHAPTER 7

SUGGETIONS & RECOMMONDATION

y y There should be separate fresher training for newly appointed employee. Training and development programme should conduct on regular basis from time to time. There should be post training evaluation programme so evaluate the benefits of training and development programme. To encourage the executive to attend national level seminar and conference to learn about the recent trends in technology. Work burden is a serve impact on employee satisfaction and near 60% employees have cosent it. Meeting between the employees and associates are not regular so many of the associates are not regular. So many of the associates gives their suggestion in my questionnaire. It should be held regularly. So they aware with the information by the top level. There is no facility of medical check up I would like to suggest the check should be organize in time to time it may be in monthly (titnus injection) or six monthly (hemoglobin test, physical fitness).

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QUESTIONNAIRE (INSTRUCTION- Please tick the appropriate scale to indicate: How satisfied are you with the following in SOM PROJECTSs organization by using appropriate rating scale.) 1.Physical work condition. A. Very satisfied dissatisfied. 2. The freedom to choose your own method of working. A. Very satisfied dissatisfied. 3. Nature of your fellow workers. A Very satisfied dissatisfied. 4. The recognition you get from good work. A. Very satisfied dissatisfied. 5. Behaviour of your immediate boss. A. Very satisfied dissatisfied. 6. Amount of responsibility you are given. A. Very satisfied dissatisfied. 7. Opportunities to use your abilities. A. Very satisfied dissatisfied. B. Satisfied C. Neutral D. Dissatisfied E. Very B. Satisfied C. Neutral D. Dissatisfied E. Very B. Satisfied C. Neutral D. Dissatisfied E. Very B. Satisfied C. Neutral D. Dissatisfied E. Very B. Satisfied C. Neutral D. Dissatisfied E. Very B. Satisfied C. Neutral D. Dissatisfied E. Very B. Satisfied C. Neutral D. Dissatisfied E. Very

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8. Management-employees relations in Som projects. A. Very satisfied dissatisfied. 9. Your pay packet. A. Very satisfied dissatisfied. 10. Your chances of promotion & carrier growth. A. Very satisfied dissatisfied. 11. Management of Companys affairs in Som projects. A. Very satisfied Dissatisfied.  12. The attention paid by management on your suggestions.  A. Very satisfied dissatisfied.  13. Your working hours in office.  A. Very satisfied dissatisfied.  14. The appreciation of work at your Job.  A. Very satisfied B. Satisfied dissatisfied.  15. Your Job security.  A. Very satisfied dissatisfied.  16. Opportunity to help others at work.  A. Very satisfied dissatisfied. B. Satisfied C. Neutral D. Dissatisfied E. Very B. Satisfied C. Neutral D. Dissatisfied E. Very C. Neutral D. Dissatisfied E. Very B. Satisfied C. Neutral D. Dissatisfied E. Very B. Satisfied C. Neutral D. Dissatisfied E. Very B. Satisfied C. Neutral D. Dissatisfied E. Very B. Satisfied C. Neutral D. Dissatisfied E. Very B. Satisfied C. Neutral D. Dissatisfied E. Very B. Satisfied C. Neutral D. Dissatisfied E. Very

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 17. Chance to learn new things.  A. Very satisfied dissatisfied.  18. Power and prestige in the job.  A. Very satisfied dissatisfied.  19. Opportunity to make decisions.  A. Very satisfied dissatisfied.  20. Opportunity to achieve something worthwhile.  A. Very satisfied dissatisfied. B. Satisfied C. Neutral D. Dissatisfied E. Very B. Satisfied C. Neutral D. Dissatisfied E. Very B. Satisfied C. Neutral D. Dissatisfied E. Very B. Satisfied C. Neutral D. Dissatisfied E. Very

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BIBLIOGRAPHY

BOOKS REFERRED:  Robbin, Stephen P.; Judge, Timothy A.; Sanghi, Seema; Organisational Behaviour, Pearson Education, xii edition  Rao, V. S. P.; Human Resource Management, Excel Books, ii edition  Prasad, L. M.; Organisational Behaviour, Sultan Chand & Sons.  Strategic management francis cherrunilam.

WEBSITES VISITED: y y y y y www.somprojects.in www.google.com www.hrcite.com www.researchcontent.com Iimm.org/knowledge.com

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