I.K.G.

Punjab Technical University

MBA Batch 2018 onwards
Summer Training Project Report
On
“Training and development”
Submitted to

I.K. GUJRAL PUNJAB TECHNICAL UNIVERSITY

KAPURTHALA
In partial fulfillment of the requirement for the
Award of degree of
Master of Business Administration (MBA)

Submitted by Supervisor
Mitali Mr. J.S. Bakshi
VP-HR

DEPARTMENT OF MANAGEMENT
GURU NANAK INSTITUTE OF MANGEMENT AND TECHNOLOGY
LUDHIANA
2021-2023
CERTIFICATE

2
 DECLARATION

I “ MITALI ” Hereby declare that I have undergone my summer training at “NICKS( INDIA )
TOOLS ” from 1st August 2022 to 15th September 2022 . I have completed a research project titled
“TRAINING AND DEVELOPMENT”under the guidance of Mr. J.S.bakshi

Further I hereby confirm that the work presented here in is genuine and original and has not been published
elsewhere.

Signature

Name : Mitali
Roll no: (2112217)

3
 FACULTY DECLARATION

I hereby declare that the student Ms. MITALI of MBA(II) has undergone her summer training under my
periodic guidance on the project titled “TRAINING AND DEVELOPMENT”

Further I hereby declare that the student was periodically in touch with me during her training period and the
work done by student is genuine and original.

_______________________________

ER.SHILPA MIGLANI
(Training and placement officer)
GNIMT, LUDHIANA

4
 ACKNOWLEDMENT

It is not possible to prepare a project report without the assistance & encouragement of other people.
This one is certainly no exception.

On the very outset of this report. I would like to extend my sincere & heartfelt obligation towards all the
persons who have helped me in this endeavour. Without their active guidance, help, cooperation &
encouragement, I would not have made headway in the project.

I am ineffably indebted to Mr.J.S. BAKSHI for conscientious guidance and encouragement to accomplish
this assignment.

I am extremely thankful and pay my gratitude to my faculty Ms. SHILPA MIGLANI NARANG MAM for
her valuable guidance and support on completion of this project.

I extend my gratitude to GURU NANAK INSITUTE OF MANAGEMENT AND TECHENOLOGY for

giving me this opportunity.

I also acknowledge with a deep sense of reverence, my gratitude towards my parents and members of my
family, who has always supported me morally as well as economically .At last, but not the least, gratitude
goes to all of my friends who have directly or indirectly helped me to complete this project report.

Yours sincerely,
MITALI

5
 PREFACE

As it is widely said in industry "An ounce of practical is better than tons of theory." So, I can say that
without practical knowledge the theory of anything would be nothing.

Industrial training is the bridge for a student that takes from his theoretical knowledge to the practical
industrial world. By undergoing the training in the industry, a student can narrow down the gap between his
institute, workshop and the industry. The main purpose of the industrial training is to expose us to the
industrial environment, which is not possible in the class-room. Keeping this view in the mind, the students
were sent to different industrial units for getting practical training. The present report is for the period of 45
days at “NICKS (INDIA) TOOLS”

The training helped me in the view of implementing theoretical knowledge to the actual industrial
environment. The training at “NICK(INDIA)TOOL”s definitely going to play an important role in
developing an aptitude for hard work and self-confidence necessary for my successes in future. At the end I
would like to say that it was an excellent experience to work with such a reputed agency

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 TABLE OF CONTENT

S.NO TABLE OF CONTENTS PAGE NO

1 Certificate by guide ii

2 Student declaration Iii

3 Faculty declaration iv

4 Acknowledgment V

5 Preface Vi

6 CHAPTER 1 9-15

INTRODUCTION TO NICKS
(INDIA) TOOLS

7 NICKS QUALITY 15-16

DEVELOPMENT

8 NEED SCOPE AND 17

OBJECTIVE OF STUDY

9 TRAINING AND 17-23

DEVELOPMENT

10 Induction training in (DOJO 24-28

CENTER)

11 LEVEL DOJO SEQUENCE 29-35

12 CONCLUSION 36

13 SUGGESTIONS AND 37
RECOMMENDATIONS

14 BIBLIOGRAPHY 38

7
INTRODUCTION

8
1.1 Introduction To the Company

Nicks Group of Industries a company that believes in providing high quality and cutting edge products for its
clients and the markets. To achieve the same, the Company keeps transforming their business processes and
methods.
This is made possible by the company's leadership that collectively brings to the table years of leadership
experience in auto parts manufacturing industries, international exposure, and a thorough understanding of
the automobile markets.
The Company is led by a dynamic team of experienced and young energetic executives under the guidance
of Mr. Surender Mahendru as the CEO of the Company.
He is supported by Mr. Shivam Mahendru as the COO, who has joined his father in the business after
successfully completing his studies from the renowned institutes of IIM Delhi and Bradford University, UK
to further enhance and strengthen the Company with his international exposure, professional knowledge and
business acumen
NICKS (India) Tools is your one stop shop for all kinds of forged and Machined components such as kick
starter assemblies of motorcycles and scooters, connecting rod forgings, brakes, pedals, kick ratchets etc.
You can find all types of cost effective forged components with a net weight of up to 7 Kilograms
At present, NICKS (India) Tools is the largest supplier of kick starter assemblies for all kinds of two
wheelers to India OEMS (Tire 1 supplier). Extensive engineering goes into the making of each kick starter to
provide starting ease and smoothness every driver wants.

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VISION & MISSION

Our mission is to produce and continually develop quality products at a competitive price.

NICKS STAND FOR

N NOBLE

I INNOVATIVE

C CREATIVE

K KING

S SUPERB IN PQCDSME

NICKS CORE STRENGTH

10
Our greatest strength lies in our ability to understand customer needs. Our ability to deliver unsurpassed
quality and reliable products can be attributed to strong team work, dedication, and commitment of each
team member of Nicks Group for excellence and timeliness.

NICKS CUSTOMER

11
12
ACHIEVEMENTS
As PR actioners of best world class practices, we are certified for ISO/TS 16949:2009, ISO
14001:2004 and ISO 18001:2007 for quality management and environment management
systems and occupational health and safety management system. We are practicing 5S, 3M,
Kaizen, TPM and Toyota Production Systems in our day to day operations. As a member of
ACT Advance Cluster 2, we learned and grew by continually sharing and interacting with
other member companies to institutionalize best world class practices. The Director Mr.
Surinder Mahendru has been awarded "UdyogPatra" in recognition of his achievement as a
"Self Made Industrialist". He is a member of Governing Council of various Government
Institutes, apart from being the President of Punjab Forging Industries Association.

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14
PRODUCT RANGE

FOOTREST

SIDE STANDS

HANDLE HOLDERS

ARM BREAK

CLUTCH BOX

KICK STATER ASSEMBLY

A.C.BOX

BOSCH COMPONENTS

15
NICKS QUALITY DEVELOPMENT

At Nicks Group, quality control and customer satisfactions are top priorities.We strongly believe in
providing  total customer satisfaction through excellence in product and process development, building
quality into the processes , proactive  approach to quality issues, quick response to customers, cutting edge
technology and price competitiveness.

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 Need, Scope and Objectives of the Study
Need of the study

The study is aimed at finding out the need for employees training and development in an
organization. The need for improvement to change the phenomenon of low productivity and
poor service delivery attributed to the employee’s in-adequate experience, calls for
investigation on how effective training and development of employee can facilitate improved
corporate performance field of discuss. The study concluded that training that development
brings about career growth for the employees thus the study recommended that all
organization must do induction training at entry
point into the industry.

Scope of study

This study can be used as a tool to develop training method for Nicks India Tools.

Objective of study

The project is entitled as, Study of Training and Development of employees in Nicks (India)
Tools. So, the basic objectives of the project are as follows:
➢ To acquire a thorough knowledge base on subject of Training and Development.
➢ To study how Training and Development programmes are undertaken in the organization.
➢ To know process of Training and Development at Nicks India Tools.
➢ To study the induction programme.
➢ To study the effectiveness of Training and development in the organization
. ➢ To measure the satisfaction level of employees regarding training and development.

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 TRAINING AND DEVELOPMENT

Training and development are essentials for the enviable growth of any organization. In
today’s climate uncertainly, defining productivity, standards of living and the current
obsession for self-reliance encourage by fierce foreign competition, slow growth,
unfavorable balance of payments and perhaps unstable political systems. Nigeria needs an
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integrated national policy on manpower development and productivity.

Training and development play an important role in the effectiveness of organization’s and
to the experiences of people in work. Training has implications for productivity, health and
safety at work and personal development. All organization’s employing people need to train
and develop their staff. Most organizations’ are cognizant of this requirement and invest
effort and other resources in training and development. Such investment can take the form of
employing specialist training and development staff and paying salaries to staff undergoing
training and development. Investment in training and development entails obtaining and
maintaining space and equipment. It also means that operational personnel, employed in the
organization’s main business functions, such as production, maintenance, sales, marketing
and management support, must also direct their attention and effort from time to time
towards supporting training development and delivery.

However, investment in training and development is generally regarded as good management

practice to maintain appropriate expertise now and in the future. Thus this research work
aims at determining the need for employees training and development in an organization.

Definition of Training and Development

Training and development has been defined by different authors from different field of
study. However, Khuller (2010), says that training is an act of increasing the knowledge and
skills of an employee for performing the job assigned to him or her. These contributions
imply that training is a process which specific skills; talent and knowledge of an employee
are enhanced and increased; while development tends to be general and less tangible than
training.

Training refers to a planned effort by a company to facilitate employees’ learning of

jobrelated competencies. These competencies include knowledge, skills, or behaviors that
are critical for successful job performance. The goal of training is for employees to master
the knowledge, skill, and behaviors emphasized in training programs and to apply them to
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their day-to-day activities.

Development on the other hand is an unfolding process that enables people to progress from
a present state of understanding and capability to a future state in which higher level skills,
knowledge and competencies are required. It has also been defined by Prasad (2006) as
‘learning experiences of any kind, where by individuals and groups acquire enhanced
knowledge, skills, values or behaviour.
However, in practice, the distinction between these two concepts. (Training and
Development) often blurred, mainly because upgrading the skills of employees on present
job performance usually improve performance in future job. Thus in this work we would see
these two concept as one. Thus, Business Dictionary.com (2016), defined training and
development as the official and ongoing educational activities within an organization,
designed to enhance the fulfillment and performance of employees. Training and
development programs offered by a business might include a variety of educational
techniques and programs that can be attended on a compulsory or voluntary basis by staff

A formal training programme is a deliberate effort of the employers to provide opportunities

for employees to acquire job related skills, knowledge and attitude. Both managers and non-
managers may receive help from training and development programmes, but the mix of
experiences is likely to vary. Non-managers are much more likely to be trained in the
technical skills required for their current jobs, whereas managers frequently receives
assistance in developing the skills required in future job. Particularly conceptual and human
relations skills.

Jackson & Schuler (2003), opine that training and development can be the most important
human resources management (HRM) function to treat people well and increase competitive
power for the organization
If therefore the banks in Nigeria must complete successfully in the expanding competitive
and dynamic society, the workforce needs to achieve adequate planning, training, education
and development.

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TYPES OF TRAINING

➢ Induction training
➢ On job training
➢ Off job training

INDUCTION TRAINING

The Induction Training is also called as an orientation programme, wherein the new
employees are introduced to the rules and regulation of an organization with the objective of
making them accustomed to the working environment, where they will be working.

OBJECTIVE

The main objectives of induction training are to provide new employees with the
information, tools, and direct experiences that will support them in developing their talents
and contributing to the growth of the company.

Induction Training Checklist

Although each organization and employee orientation will be unique, it is beneficial to have
induction plans and resources on hand as a starting point. An induction training checklist,
which includes the following items, can serve as the foundation for a detailed and
customizable orientation training strategy.
Introduce new employee to key associates and managers
1. Give a tour of the building, including fire exits, kitchen, bathrooms, conference facilities,
etc.
2. Provide overview of the organization, company culture, growth and progress, and future
goals.
3. Review job description, responsibilities, chain of command, and necessary paperwork to
be completed.
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4. Discuss employee handbook, code of conduct, health and safety guidelines, and terms and
conditions of employment.
5. Outline work schedule, weekly priorities, and upcoming events and deadlines.
6. Set aside time for the new employee to get situated and organized in their office, desk or
workstation.
7. Make sure new hires have everything they need to access the building, be productive from
“day one,” and communicate with colleagues and clients. Depending on the security level of
your organization, they may need swipe cards, security codes, company IDs, parking
authorization, and after-hours building access.

Three Main Types of Induction Training

 Pre-Induction: information provided prior to the new employee starting work.

 Induction: The first day and subsequent transition into the workplace.
 Post-Induction: follow-up and adjustment after the new role has started

BENEFITS OF INDUCTION TRAINING TO THE ORGANIZATION

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  Saves a lot of money and time
 Reduces employee turnover
 Ensures operational efficiency

INDUCTION TRAINING IN COMPANY ( DOJO CENTER)

Induction training at Nicks India Tools is done via dojo center; A Dojo is a Japanese term which literally
means “place of the way”. Dojo refers to a room or hall in which judo and other Japanese martial arts are
practiced.
Maruti Suzuki has institutionalized the DOJO Centre facilities. The Company helps with the concept, while
the partners make the investment towards setting up of the skill training and enhancement facility. Ideally, a
new worker is trained for up to 2 weeks before he joins the shop floor. An assessment test is conducted at the
end of the training, and only qualified workers are sent to the shop floor.

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DOJO TRAINING CENTER DETAILED APPROACH
24
Scope Finalization and Time-Bound Low-Cost –Shortlisting the Critical
Project Plan Development DOJO Set Up Process w.r.t. Safety,
-DOJO & Activity Productivity, Quality & Cost
Finalization -Department Matrix
-Layout Development Development
-Sequence Finalization for -Training Plan Drafting
DOJO Training -SOP Drafting
Know My Company DOJO –Company Profile, Company
Company Description, Vision, Mission & value
Founders History, and Feeling Great Pride For the -Company Footprint &
Journey Company Product Portfolio, Customer
-Product & Geographical Base & Geography
Coverage -Research & Development,
-Policy Document CSR Activities
Finalization -Company Policy (HR,
Safety, and Others)
SAFETY DOJO
-Basic Safety Guideline
Development
-Specific & Critical Safety Safety First For All 21 Impactful Safety

Simulation Development Employee Simulation & Games

-Safety Documentation
-Virtual Reality Safety
Simulation
PRODUCT DOJO
–Product Range & Product –Real Product Display
Usage (Simulation) -Usage Simulation
-Part – Product Matrix, Understanding of the Product -Similar Product in Market
Criticality of Product and Its Criticality and Their Features
-Similar Product in Market -Criticality Understanding
-Simulation (Virtual Reality- and impact of Consumer
Based
5 Senses DOJO
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-Touch Sense DOJO
-Ambidexterity Simulation
-Hand-Eye Coordination Use Human Sense For SPQC –35 Innovative Simulation

-Hearing Sense and Games for Activating the

-Seeing Sense Human Sense

Process and machine dojo

Part Criticality Matrix –Critical Machine Part
-Start – Stop – Emergency Know The Machine and Be Display
Stop The Master -Simulation of How Machine
-Electrical Part, Electronic Operates
Part -Possible Machine Failures
-Pneumatic & Hydraulic and Mitigation Matrix
Part, Fasteners, Mechanical
Part
Production dojo
–Abnormality Matrix, 4M
Change Matrix Skill in Production Process –Display of All Production

-Work Instruction, Shop and Deviation Document with Reference

Floor Do’s Don’t and Examples

Quality dojo
–Gauge Awareness –Display and Analysis of
-Best Practices of Using Quality Focus in Everything Defects So Far
Gauges We DO -Display of All Gauges and
-Defect Gallery Videos of Best Practices
Usage
Maintenance dojo
Critical Tooling’s & Tool
setting video Best Practices for –Simulation of all LOTO

-TPM Pillar Description ( If Maintenance and Safety -Critical Maintenance

applicable) During Maintenance Practices of Hydraulics,

-Electrical & Mechanical Pneumatics

LOTO
-Hydraulics & Pneumatic
Simulation
On job evaluation All Documentation & Test Test Sequence and
Certification

26
Innovation dojo Improvement Technique Kaizen Display, Karakuri
Videos, LCA Techniques

12 LEVEL DOJO SEQUENCE

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DOJO TRAINING MODEL
Proper 4 days training is provided to the candidates in dojo center. After completion of training candidates
move on job training at shop floor for 6 days. An assessment test is also conducted at the end of the training,
and only qualified workers are sent to the shop floor. Re-skilling of existing workforce is also undertaken to
refresh manufacturing concepts and educate them about new technological advancements. The DOJO center
also provides theory lessons in basic concepts of manufacturing apart from a brief overview of the company.
Knowledge about the company helps the worker stay connected with the company. The main thrust of DOJO
training remains on OJT (on-job training) sessions. A safety culture is inculcated from the very beginning.
Maruti with its tier-I suppliers is investing in building skill pool through dedicated DOJO centers. The
primary idea behind DOJO is to benchmark quality efficiencies so that zero defect products can be created
and supplied to customers

DOJO TRAINING MODEL

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FEATURES OF TRAINING

29
Features of training are as follows:-
1) SPECIFIC DIMENSIONS:- Training is the procedure which has clear and definite dimensions.it
has well- definied beginnings and end points.
2) PLANNES SEQUENCE OF EVENTS:- Training is a plannes series of activites that make it
possible for the trainees to do things which they have not done before.
3) MAKES OPTIMAL USE OF OPPORTUNITIES FOR LEARNING
4) PROMOTES BEHAVIOURAL CHANGES

STEPS INVOLVED IN TRAINING

 Training Need Identification (TNI)

 Pre evaluation
 Feedback
 Post training evaluation
 TNI monitoring sheet
 History card

TNI

The Training Need Identification (TNI) is the process of providing special trainings to the users’, in-order to
upgrade their skills or competencies to perform complex roles in an efficient manner.
TNI is important to determine the types of training needed for the users’ to complete the tasks effectively
and to increase the productivity of the users’ and the organization.

The 4 Steps to Conduct an Effective Training Needs Analysis

Phase 1: Understand Short and Long-Term Business Goals.

Phase 2: Identify the Desired Performance Outcomes.
Phase 3: Examine the Current Performance Outcomes and Identify Gaps.
Phase 4: Establish and Prioritize a Solution.

TNI steps in company

1. Hods are asked to submit the names of candidates who require training
2. They fill the TNI form.
3. Hod’s submit the TNI form to HR manager.
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 4. Annually training plan is prepared by HR. In any case if candidate misses the training the training for
the same candidate is to be conducted again within 120 days.
5. HR decides which training is to be given to the candidate.

PRE-EVALUATION
 Establish Specific Objectives:
After the identification of training needs, the most crucial task is to determine the objectives of training.
Hence, the primary purpose of training should focus to bridge the gap between standard performance and
actual performance. This can be done through setting training objectives. Thus, basic objective of training is
to bring proper match between man and the job.

 Select Appropriate Methods:

Training methods are desired means of attaining training objectives. After the determination of
training needs and specification of objectives, an appropriate training method is to be identified
and selected to achieve the stated objectives. There are number of training methods available but
their suitability is judged as per the need of organizational training needs.

 Implement Programs:

After the selection of an appropriate method, the actual functioning takes place. Under this step,
the prepared plans and programs are implemented to get the desired output. Under it, employees
are trained to develop for better performance of organizational activities.

 Evaluate Program:

It consists of an evaluation of various aspects of training in order to know whether the training
program was effective. In other words, it refers to the training utility in terms of effect of training
on employees’ performance.

Feedback
Finally, a feedback mechanism is created in order to identify the weak areas in the training program and
improve the same in future. For this purpose, information relating to class room, food, lodging etc., is
obtained from participants. The obtained information, then, evaluated, and analyzed in order to mark weak
areas of training programs and for future improvements

POST TRAINING EVALUATION

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 Post-training evaluation is a critical part of any training program. Not only does it give you an idea of what
the learners thought of the course, but more importantly, it tells you what's working and what's not.
Furthermore, it gives you a valuable insight of the training program from the learner's perspective.
Evaluate how the training has influenced the learner's performance and delivery at work by using a
combination of these methods:
1. Self-assessment questionnaires.
2. Informal feedback from peers and managers.
3. Focus groups.
4. On-the-job observation.
5. 5Actual job performance key performance indicators (KPIs)

TNI MONITORING SHEET

TNI sheet is used by HR managers to monitor the actual and required performance of candidate via TNI
sheets filled hod’s.
Training needs identification (TNI), also known as training needs analysis, is the structured process of
understanding the organization’s and employees’ training requirements.

How to Evaluate the Appropriateness of TNI

 COPQ
 Internal rejection
 External rejection
 Customer rejection
 Profitability
 Increase in business share

HISTORY CARD
Tracking of the each employee are not possible in single sheet that gives a details of the all employees of the
organization, its very thought for human resource department for evaluate complacency requirements &
tracking training records of each employee the best solution is history card for the individual Employee
history card / Personal history Card can gives a full records of each employee, its all like a ledger of the each
employee.

Training records in Employee history card are mostly involved following details:

1. Name of Employee
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 2. Department
3. Date of join
4. Date of birth
5. Education & qualification
6. Professional qualification
7. work experience before the join job

Details of the Employee, Training details:

1. Sr. No
2. Date
3. Training Program details
4. Name of faculty / institute
5. Venue
6. Duration of the training
7. total training hours

A sample of history card is below shown:

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TRAINING NEED ANALYSIS
34
Training is an expensive process not only in terms of the money spent on it but also the time and the other
resources spent on the same.

The most important question therefore is determining whether or not a need for training actually
exists and whether the intervention will contribute to the achievement of organisational goal directly or
indirectly?

The answer to the above mentioned question lies in ‘training needs analysis’ which is the first step in the
entire process of training and development.

Training needs analysis is a systematic process of understanding training requirements.

It is conducted at three stages -

1. at the level of organisation,

2. at the level of individual, and
3. at the level of job,
Each of which is called as the organisational, individual and job analysis. Once these analyses are over, the
results are collated to arrive upon the objectives of the training program.

Another view of the training need is that, it is the discrepancy between ‘what is’ and ‘what should be’.
Taking cues from this the world bank conducted a needs analysis and arrived upon the conclusion that many
of its units in eastern regions of Europe required transformation from state owned business to self sustaining
organisations. A number of universities were then contacted to develop the necessary modules and conduct
the training upon the same.

Although each step in the entire training process is unique in its own, needs analysis is special in that it lays
the foundation for the kind of training required.

The assessment gives insight into what kind of intervention is required, knowledge or skill or both. In
certain cases where both of these are present and the performance is still missing then the problem may be
motivational in nature. It thus highlights the need and the appropriate intervention which is essential to make
the training effective.

As mentioned earlier, the needs analysis/assessment is carried out at three levels - organisational, Individual
and Job. We now take up each one of them in detail.

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1. Organisational Analysis

The organisational analysis is aimed at short listing the focus areas for training within the
organisation and the factors that may affect the same.

Organisational mission, vision, goals, people inventories, processes, performance data are all
studied. The study gives cues about the kind of learning environment required for the training.
Motorola and IBM for example, conduct surveys every year keeping in view the short term and
long term goals of the organisation.

2. Job Analysis

The job analysis of the needs assessment survey aims at understanding the ‘what’ of the training
development stage. The kind of intervention needed is what is decided upon in the job analysis.

It is an objective assessment of the job wherein both the worker-oriented approach as well
as the task-oriented approach is taken into consideration. The worker approach identifies key
behaviours and ASK for a certain job and the task-oriented approach identifies the activities to
be performed in a certain job. The former is useful in deciding the intervention and the latter in
content development and program evaluation.

3. Individual Analysis

As evident from the name itself, the individual analysis is concerned with who in the
organisation needs the training and in which particular area. Here performance is taken out from
the performance appraisal data and the same is compared with the expected level or standard of
performance.

The individual analysis is also conducted through questionnaires, 360 feedback, personal
interviews etc. Likewise, many organisation use competency ratings to rate their managers;
these ratings may come from their subordinates, customers, peers, bosses etc.

Apart from the above mentioned organisations also make use of attitude surveys, critical
Incidents and Assessment surveys to understand training needs which will be discussed in detail
in other articles.

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Inputs in Training and Development: Skills, Education, Development, Ethics,
Attitudinal Changes and Decision Making and Problem Solving Skills

A training and development program must contain inputs that enable the participants to gain
skills, learn theoretical concepts and help acquire vision to look into the distant future.
Additionally, there is a need to impart ethical orientation, emphasize on attitudinal changes and
stress upon decision-making and problem-solving abilities.
1. Skills:
Training imparts skills to employees that they need to operate machines, and use other equipment
with least damage and wastage (basic skills). Without basic skills the operator will not be able to
function. Then the worker also needs motor skills. Motor skills refer to performance of specific
physical activities and involve learning to move various parts of one’s body in response to certain
external and internal stimuli.
In addition to basic and motor skills, employees at supervisory and executive level need
interpersonal skills to understand themselves and others better, and act accordingly. Listening,
persuading and showing an understanding of others’ feelings are examples of interpersonal skills.
2. Education:
The aim of education is to impart theoretical concepts and develop a sense of reasoning and
judgment. HR managers well understand that any training and development program must
contain an element of education.
3. Development:
Development is less skill-oriented but emphasizes on knowledge. Knowledge about business
environment, management principles and techniques, human relations, specific industry analysis
are useful for better management of a company.
4. Ethics:
A training and development must also contain an element of ethical orientation. There is no debate
about the fact that ethics are largely ignored in businesses. Unethical practices are prevalent in
marketing, finance and production function in any organization.
5. Attitudinal Changes:
Attitudes are feelings and beliefs of individuals towards others. Attitudes affect motivation,
satisfaction and job commitment. Negative attitudes should be changed into positive ones.
Changing negative attitudes is difficult because employees refuse to change and they have prior
commitments and information needed to change attitudes may not be sufficient.
Nevertheless, attitudes must be changed to enhance the commitment of employees to the
organization and motivate them for better performance.
6. Decision Making and Problem Solving Skills:
Decision making and problem solving skills emphasize on methods and techniques for making
organizational decisions and solving work- related problems. These skills seek to improve
employees’ abilities to define and structure problems, collect and analyze information, generate
alternative solutions and make an optimal decision among several alternatives.
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What is Training in HRM – Training Evaluation (With Behavioural Skills and Profile
of a Trainer)
Hamblin defines evaluation of training as, “any attempt to obtain information (feedback) on the
effects of a training program and to assess the value of the training in the light of that information”.
Evaluation of the training process is a difficult task, and different circumstances require different
method for evaluation according to the objectives aimed at.
McGhee and Thayer gave several reasons for the necessity of evaluating a training
programme:
1. It enables the effectiveness of an investment in training to be appraised.
2. Reassures management about the effectiveness of a particular method of instruction,
the relations between training costs and improved productivity, and the general efficiency
and effectiveness of a course.
3. Lead to “considerable future savings in time and costs”.
Evaluation helps management to answer the following questions:
1. What changes if any should be made in existing programmes to realign them to
the organization’s needs?
2. Is the choice of areas of training correct in the context of its contribution to the organization’s
effectiveness?
3. Should the money continue to be spent on training programmes?
4. What are the strengths and weaknesses of the training programme?
The outcomes of the evaluation can be used as a base for the improvement of programs. An
evaluation of a training method must also take into account the suitability of objectives.
Evaluation has its problems. Tracey describes some of the pitfalls of evaluation as poor planning,
lack of objectivity, evaluation errors (error of central tendency, i.e., reluctance to assign very high
or very low ratings, error of standards, error of logic and the halo effect), improper interpretation
of data, and inappropriate use of results.
Principles of Evaluation:
Evaluation of the training program must be based on the following principles:
1. There must be clarity about the goals and purposes of evaluation.
2. There must be continuity in the evaluation.
3. Evaluation must be specific.
4. Evaluation must provide the means and focus for trainers to be able to appraise themselves,
their practices, and their products.
5. Evaluation must be based on objective methods and standards.

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6. Realistic target dates must be set for each phase of the evaluation process. A sense of urgency
must be developed, but deadlines that are unreasonably high will result in poor evaluation.
Evaluation of Training Programmes:
Evaluation of training programmes should not be just a one-time activity like concluding
ceremony; it should be rather a systematic process to elicit and analyse feedback from the trainees.
Such a process proves helpful to build up and strengthen future programmes and it is also useful to
reflect and consolidate upon present learning. Evaluation of effectiveness of training programmes
is important for management in assessing whether the training was worthwhile and how it can be
made more worthwhile in future.
A complete evaluation essentially covers such aspects as:
i. The relevance of the training objectives
a. Whether the objectives are realistic and meaningful for the particular group of trainees?
ii. The accomplishment of objectives
b. Whether the training objectives have been achieved during the training programme?
iii. The appropriateness of the training methodology
a. whether the training methods were interesting and effective? Could they create the environment
conducive to learning?
iv. The impact of learning
a. Whether the trainees have acquired relevant knowledge, skills or attitudes?
b. Whether the training has created observable behavioural changes?
Thus, evaluation is the mechanism to seek information on the relevance and impact of training. In
most cases, it is common experience that immediately after the training programme, participants
express favourable opinions about the worth of the training experience.
A sounder approach would be to do the evaluation daily; mid-term that is during the training;
immediately at the end of the training; and also at specified intervals after the training.
Evaluation of training programme is done by participants, staff or outside evaluators and it
essentially includes the performance of the trainers, the effectiveness of the training programme
content, the perceptions of participants benefits and the attainment of the performance objectives.
Evaluation done at different intervals of time – both during the process of training as well as after
the completion of training – essentially aims at assessing the various components of a training
programme including the trainees, the trainers, training contents, training methods, training
facilities, group processes, learning materials, etc.
Evaluation done systematically helps in identifying whether the training has brought about any
changes in the attitudes and values of the trainees; whether the trainees perceive certain significant
changes in their perception and orientation to people, work, self, etc. It also helps in noticing any

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behavioural changes amongst the trainees. Moreover, it is useful in recognizing any distinct
changes in the functioning of the trainees for improved performance.
Uses of evaluation findings must be done well. Sometimes evaluations are done but the results are
not adequately utilized. Evaluations should never be done as a ritual. The purpose of evaluating a
course is to determine its value or to identify ways for its improvement. Careful evaluation of
training programmes not only improves the future programmes but also promotes the value of
training.

Behavioural Skills and Profile of a Trainer:

In order to ensure the effectiveness of training programme, the trainer plays vital role. In the
conventional training methodology, the profile and behavioural skills of a trainer were never
emphasized, and the only expectation was the trainer needs to be an expert on the content.
However, in addition to the cognitive development the trainer’s emotional development or the total
self-development is much in focus now-a-days.
This factor becomes extremely important especially in the participatory training methodology. It
has several advantages. Trainers own understanding of himself creates the basis for understanding
others. Similarly, if the trainer accepts himself as he is with his strengths and weaknesses, qualities
and complexes, then only he can accept others as they are. It helps him into value others’
experience, to use it and to respect it.
Trainer must also be able to know how he grows and learns so that he can understand how others
grow and learn. He must know his development tasks and roles then he can appreciate how others
can define their tasks and roles and decide what they need to learn next.
In participatory methods, two most crucial elements are trust and openness in the learning
environment. Trainer can use himself as a model in participatory method for which he must be
flexible and open. The trainer has to develop not only cognitively, acquire new concepts and
information, but also emotionally, develop sensitivity to other’s reactions, needs and expectations.
Trainer must have empathy i.e. the ability to put himself in the shoes of others. It enables him to
recognize fears and uncertainties in the minds of trainees. Empathy also enables him to point out
personal difficulties encountered by him in similar learning situations so as to put the trainees at
ease.
In addition to this the trainer must be an effective good listener throughout. He should also show
patience through his willingness to compliment slow progress and refrain from anger when
mistakes are make. Trainer should also command respect of his colleagues in the organizations.

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Current trends in training and development

The corporate marketplace is quickly changing, and businesses must be flexible and
easily adapt to change. Technology is one of the key drivers in this rapid change, with
automation and artificial intelligence (AI) in the forefront.

Here are four key trends impacting how organizations must rethink training and
development:
Remote mobile training
Today’s corporations have discovered that it’s no longer just about what employees need to know, but also
when, where and how the development experience enables performance. With the advancements
in mobile technology, companies are relying more on mobile workforces. Training is migrating to mobile
devices where apps provide “just-in-time” information and recommendations to workers across industries.

AI training
AI systems can process unstructured information in a similar way to humans. These systems understand
language patterns and sensory inputs including text, pictures and auditory cues. AI-based software can
customize how training content is delivered to a learner, based on their learning style, suggest content
based on a learner’s past performance and predict what information is most important for them to learn
next.

Agile learning
Agile learning is a process that encourages employees to learn by doing and iterate often, inspiring
organizational change and buy-in. For example, IBM has introduced IBM Garage, a tool for executing,
scaling and managing an organization’s multiple transformation initiatives. Companies like Ford Motor
Company and Travelport are using IBM Garages around the world to create cultures of open collaboration
and continuous learning.

Remote flexible learning models

While distance learning has been around for a long time, the COVID-19 pandemic has underscored the
need for companies to have resilient, flexible, mobile workforce management. Organizations have learned
that remote workforces need to be productive, engaged, and continually working towards learning and
improvement.

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Training and development challenges

Recent articles and industry surveys suggest that a lot of corporate training may be ineffective.
Most training won’t be fully retained by learners. Businesses must build a culture of ongoing self-
directed, self-motivated learning with focused distance learning programs and mobile "just-in-time"
training.

Organizations also have to rethink the larger framework of what skills will be needed in the near
future. A recent meta-level IBM study (PDF, 916 KB) predicts that more than 120 million workers in
the world’s twelve largest economies may need to be retrained in the next three years because of
AI-enabled automation.
 

Several insights from the study include:

 Skilled humans fuel the global economy: Digital skills remain vital, but soft skills have
become more important.

 Skills availability and quality are in jeopardy: The half-life of skills continues to shrink,
while the time it takes to close a skills gap has ballooned, forcing organizations to find ways
to stay ahead of skills relevancy.

 Intelligent automation is an economic game changer: Millions of workers will likely

require retraining and learning new skills, and most companies and countries are ill-
prepared for the task.

 Organizational cultures are shifting: The digital era has introduced the need for a new
business model, new ways of working and a flexible culture that fosters the development of
critical new skills.
 

The study concludes that traditional hiring and training are no longer as effective, that different
strategies and tactics can have a strong impact on closing the skills gap. Several strategies and
tactics include:

 Make it personal: Tailor career, skills and learning development experiences uniquely to
your employees' goals and interests.

 Improve transparency: Place skills at the center of the training strategy and aim for deep
visibility into the skills position across the organization.

 Look inside and out: Adopt an open technology architecture and a set of partners able to
take advantage of the latest advancements.

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 Related solutions

Talent management services

Enhance employee engagement and productivity, reskill your workforce faster, and reimagine ways of
working to become an adaptive, skills-based, and AI-powered organization.
 Enable your workforce for resiliency 

Talent Development and Employee Learning Consulting

Maintaining a competitive edge in a dynamic economy demands faster innovation. Your challenge is having
the right people with the right skills and tools to drive digital transformation.
 Maintain a competitive edge with a skilled workforce 

IBM Skills Gateway

The IBM training and certifications offers you the ability to earn credentials to demonstrate your expertise. It
is designed to validate your skills and capability to perform role-related tasks and activities at a specified
level of competence.
 Validate your skills and capabilities 

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44
What is Training in HRM – How to Improve Effectiveness of Training Programmes
by Applying Learning Principles?
In order to increase effectiveness of training programmes, the learning principles
can be applied in the following manner:

i. Focus on “real world” problems

ii. Provide for learner’s active participation
iii. Allow debate and challenge of ideas
iv. Encourage the learners to share resources with each other
v. Relate the material to their past experience
vi. Provide the learners with Knowledge of Results (KR) about his attempts to
improve
vii. Emphasize on how they can apply the knowledge. Skill or attitude and transfer
from training to the job
viii. Provide for practice and reception when needed
ix. Listen to and respect the opinions of learners
x. Motivate them to improve performance
xi. Assist them in their willingness to change
xii. Treat everyone in adult-like manner.

What is Training in HRM – Training as an Important Tool of HRM

The HR functioning is changing with time and with this change, the relationship between the
training function and other management activities is also changing. The training and development
activities are now equally important with that of other HR functions. Gone are the days, when
training was considered to be futile, waste of time, resources, and money.
Now-a-days, training is investment because the departments such as, marketing and sales, HR,
production, finance, etc. depends on training for its survival. If training is not considered as a

priority or not seen as a vital part in the organization, then it is difficult to accept that such a
company has effectively carried out HRM.

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The importance of training can be studied under the following heads:

Benefits to the Business:

1. Trained workers are more efficient.
2. In case of industry, training improves safety, as it imparts knowledge on the proper use of
machines and equipment with due regard to safety and possible hazards.
3. Trained workers show superior performance.
4. Training makes employees more loyal and they will be less inclined to leave the unit where there
are growth opportunities.

Benefits to the Employees:

1. Training makes an employee more skilled.
2. Internal growth opportunities improve, as the employee acquires new skills. Training also helps
an employee to move to another organization and pursue career goals actively.
3. Trained employees can avoid mistakes or accidents on the job. They are confident, more
satisfied and high on morale.
4. Training enables employees to cope with organizational, social and technological changes.
Effective training is an invaluable investment in the human resources of an organization.

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7 Key Roles for HR to Play in a Successful Employee
Training and Development Process

1. Build Personal Connection with Employees Like Family Member

HR should regularly meet the employees and have chatting with them about work-life and beyond. When
HR sits with employees and discusses the challenges they regularly face in their workplace, they feel
more valued and motivated.

By regularly meeting employees, HR can get a clear idea about employees’ weaknesses and strengths. At
the same time employee feel safe to share their problems with HR when HR regularly visit them and give
them floor to talk about their complexity.

A good learning and development process facilitated by HR makes sure employees recognize their
weaknesses and work on them until they reach perfection. This can only happen when employees get
the personal attention they need.

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2. Ensure Proper Orientation Program for New Employees

Nothing is more vulnerable than new employees. They feel so shy on their first day at office. New people,
new environments, new challenges make them nervous sometimes. So, having a proper orientation
program can rescue them from this situation and help to acquaint with new people.

A good orientation is the foundation of a successful career of employees with their organization. One of
the most important roles of HR in the training and development of employees is to introduce them to
their jobs and provide them with competent initial job training.

This training involves familiarizing employees with the company’s culture, goals, and expectations from
the employees. Moreover, employees also feel motivated to participate in various hands-on learning
activities and other employee training courses if they get to know each other through the orientation
program.

3. Provide All Training Materials for Employee Development

This part is important when you onboard freshers without that much experience. To make them capable
of working with diverse projects, HR needs to provide all the training materials for the shining of those
employees.

Training materials can include online courses, books, pdf, video tutorials, premium software, and so on.
Not having what you need to complete training can take the air right out of the development balloon.

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Audit your training materials. Make sure they’re the most current and safely discard those that aren’t.
You could also make sure any software, technology, or services used for training is up to date and in top
condition. Keep track of everyone who is training and check in with them throughout the process to
make sure they have everything they need.

4. Arrange Training Sessions for New Employees

Training sessions conducted by office seniors (could be managers) help more than anything else to learn
things faster. Because office seniors are already working on the projects that new employees are going to
work at. So they can share the real-time experience with them.

Also, we humans have a tendency to learn from who they adore and respect sheerly. As managers are
already respectable figures for new employees, freshers can effortlessly acquire skills from these
sessions.

HR professionals are often labeled as the bridge between managers and workers. It’s not often that
managers interact with those on the frontline of their companies and vice versa. But for training and
development to be successful, managers and employees need to work together. 

5. Inspire Existing Employees Apply for Open Positions within The Company

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Employee retention is a challenging job for every small to mid-level company. As it’s an open world now
and the remote job is getting more and more acceptance, keeping employees motivated to work in your
company is really a tough job.

When an employee expresses interest in other companies, it’s best to work with them immediately.
Admit it that who wants to leave your company is not happy about the responsibility they are playing
here and in return how much they are getting in the pocket. So, be intentional about helping employees
apply for open jobs within the company. 

This could also be done by giving them promotions or changing their designation. But it’s not best
practice. Because maybe they are not yet capable of getting promotions. But if they apply for the open
position for your company, you’ll get another chance to evaluate them to identify whether they are
capable or not for the position.

6. Motivate Employees with Compensations and Benefits

Fair compensation is key in motivating new employees. Making the right offer of pay is a key part
of attracting the best talent. This must be balanced with the budget and profit margins of the company.
HR should monitor pay increases, and set standards of merit. 

Compensation could be two kinds- primary compensation and secondary compensation. Primary
compensation involves directly paid money for work, which often is a monthly salary and sometimes
performance-based pay.

Secondary benefits are all non-monetary rewards. This can include extra holidays, flexible working
times, daycare, pensions, a company car, a laptop, and much more.

An extensive study into happiness and productivity has found that workers are 13% more productive
when happy.
So, keeping your employees happy could be a valid way to increase their productivity and eventually
generate more revenue through them.

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7. Encourage New Employees to Stick with The Development Plan

It’s often noticed that after being selected in a company, most of the employees lose their mentality to
improve themselves further. It happens because employee doesn’t prioritize developing themselves
after getting the job as much as they prioritized before getting the job.

Encouraging employees to overcome this fatigue is another important role of HR in the employee
development and training process. Each employee has their individual career goals, thoughts on where
they feel they can make the best impact, strengths, weaknesses, and potential.

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Suggestions and Recommendations

Safety of workers must be improved so that accidents can be reduced. Proper instructions should be
provided to workers and a check should be kept on workers plant heads or hod’s should be made
responsible.
The training should be compulsory for all levels of employees.
The organizationshould conduct psychometric test for all levels of employee.
While hiring new employee organization must conduct a test as well as interview.
Wages and salary administration process should have a more scientific approach laying on equal wages
for equal work done.
Salary and attendance process should be digitalized so that human errors can be reduced and a fair
salary must be paid to employees.
Overtime must be paid under double wage.
 Section 51 and Section 59 of the Factories Act - 1948 states,
“No employee is supposed to work for more than 48 hours in a week and 9 hours in a day. Any
employee who works for more than this period is eligible for overtime remuneration prescribed as
twice the amount of ordinary wages.”
 Section 14 of the Minimum Wages Act, 1948[3] states,
“When the minimum wages of an employee are fixed for a particular period of time and the
employee works beyond that period, then the employee has to be paid overtime wages for the
extra time.”

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 BIBLIOGRAPHY
WEBSITES
 https://www.marutisuzuki.com/marutisuzukiworld/people/the-dojo-way-of-life
 https://labour.gov.in/sites/default/files/TheFactoriesAct1948.pdf
 http://nicksgrp.com/

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