Chapter-1

INTRODUCTION

1.1. Backdrop

An Organization’s continued success depends upon meeting the objectives set by the board
and agreed with funders, partners and employees thereby satisfying all stakeholders by
achieving year growth and earning more profit. This can be achieved through human
resources who are competent in their roles and are ready to take up new challenging goals
and responsibilities. For this, training in specific areas and continuous development is a
crucial function of the HR department and an important activity in every organization
irrespective of the type of industry it operates in. Training and development make the
operations and functioning more effective in an organization. Organizations that use
innovative training and development practices are likely to report better financial
performance than their competitors that do not.

Traditional Approach- Traditionally, training and development was never viewed as an

activity that could help companies create “value” and successfully deal with competitive
challenges. Training and Development activities were just seen as an unnecessary waste of a
working day and waste of funds with no return on investment or a tick box exercise which
leaders reluctantly submit to “do their bit,” and appease the CEO or HR Director.

Modern Approach- Today, the viewpoint of most organizations towards training and
development programs has changed. Companies are relying on efficient and effective training
practices to help employees strengthen or increase their skills to improve or make new
products, generate new and innovative ideas, and provide high quality customer service.
Emphasis is being given on developmental activities and career management to prepare
employees for managerial and leadership positions and to attract, motivate and retain talented
employees at all levels and in all jobs. Training, Development, and career management are no
longer in the category of “nice to do”-they are a “must to do” for companies to gain a
competitive advantage and meet employees’ expectations.

After an employee is selected for an organization and inducted, he needs to know his role and
how can he perform his duties. Organization arranges training for the new recruits.
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"Training is a short- term process utilizing a systematic and organized procedure by which
non- managerial persons learn technical knowledge and skill."

The role of training has broadened beyond training program design. Effective instructional
design remains important, but training managers, human resource experts, and trainers are
increasingly being asked to create systems to motivate employees to learn, create knowledge
and share that knowledge with other employees in the company. For this it is very important
to involve employees in the training and development programmes. Involvement and true
learning happen only if employees can relate to a training programme and find it to be of
some use to them. Hence, understanding the requirements of employees forms the basis of
designing any training programme or planning any developmental activity.

This project is a work on Training and Development of executives at United Breweries

Limited, Odisha.

1.1.1 Training and Development

Training is a short-term process utilizing a systematic and organized procedure by which is a

non-managerial person acquires technical knowledge and skill for a definite purpose. It refers
to instruction in technical and mechanical operations like operation of some machines. It is
designed primarily for non-managers, short duration, and specific job-related purposes.

Training and development is vital part of the human resource development. It is assuming
ever important role in wake of the advancement of technology which has resulted in ever
increasing competition, rise in customer’s expectation of quality and service and a subsequent
need to lower costs. It is also become more important globally to prepare workers for new
jobs. In the current write up, we will focus more on the emerging need of training and
development, its implications upon individuals and the employers.

Noted management author Peter Drucker said that the fastest growing industry would be
training and development because of replacement of industrial workers with knowledge
workers. In United States, for example, according to one estimate technology is de-skilling 75
% of the population. This is true for the developing nations and for those who are on the
threshold of development. In Japan for example, with increasing number of women joining
traditionally male jobs, training is required not only to impart necessary job skills but also for
preparing them for the physically demanding jobs. They are trained in everything from sexual
harassment policies to the necessary job skills.

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1.1.2. Evolution of Training and Development

To gain a better understanding of it, let us look at training and development in human
resource management. In the United States, it all began during the Second World War. The
demand for skilled laborers started to increase suddenly. The American labour movement
was founded at this time. Staff training and development growth can be primarily attributed
to this movement.

Corporation schools were established in the early 1900s to give factory workers the skills
they needed for their jobs. At this time, people also began utilizing personal computers for
staff training. Modern staff training in HRM systems today is built on the foundation of this
computer-based training.

1.1.3. Need for training and Development

Every organization or established should provide training to all employees irrespective of

them qualification, skill, suitability for the job etc. Thus, no organization can choose whether
to train employees training is not something that is done once to new employees; it is used
continuously in every establishment. Further, technological changes, automation, require up-
dating the skills and knowledge. As such an organization must retrain the old employees. An
employee's specification may not exactly suit to requirements of the job and the organization
irrespective of his experience, qualification, skills, knowledge etc. Thus, every management
finds deviations between employee's present specifications and the job requirements and
organizational needs. The primary goal or most of the organisations is their viability is
continuously influenced by environmental pressure. If the organisation desires to adapt these
changes, first it must train the employees to impart specific skills and knowledge to enable
them to contribute to the organisational efficiency and to cope with the changing
environment.

1.1.4. Relevance of Training and development

 In Human Resource Management (HRM) Training and development is important

aspect when company wants optimum utilization of their manpower.
 Training and development are a key for the succession planning of the organization as
it helps in improvement of skills like team management and leadership.
 HR Training and development activities are vital to motivate the employee and to

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increase their productivity.

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  Training and development in HRM are significant aspect to develop a team spirit in
the organization.
 Training and development programs are also important from the safety point of view
as it teaches employee to perform job properly without any life risk.
 From the organizational point of view the HR training and development programs are
important performance management tool to increase profitability and enhance
corporate image.

1.1.5. Benefits of Training and Development to the Organization

1. Retains Employees
Retention is a major challenge for employers but retaining strong workers can be achieved
through career development. In fact, training and development has become so centralized
within businesses that it is often used as a competitive advantage when hiring. Offering
career development initiatives helps employees establish a sense of value within the company
and fosters loyalty, ultimately resulting in increased staff retention and a 59% lower staff
turnover rate.

2. Develops Future Leaders

Targeting employees with the skills for future leadership can be vital in establishing a
business for growth and evolution. Leadership talent can be acquired through new hires, or
HR professionals can select current employees as managerial candidates. According to the
Society for Human Resources Management (SHRM), having professional development
programs ensures an organization is focused on future business goals by preparing
promotable talent.

3. Empowers Employees
Leaders who feel empowered within the workplace will be more effective at influencing
employees and gaining their trust. Consequently, those employees will feel a greater sense of
autonomy, value, and confidence within their work. SHRM defines employee autonomy as
the extent to which an employee feels independent and can makes their own decisions about
the work they do.

4. Boosts Workplace Engagement

Finding ways to bolster the consistent engagement of employees can diminish boredom in the
workplace, which left unchecked can create feelings of dissatisfaction and negative working

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habits. Regular training and development initiatives can prevent workplace idleness and in
turn will help businesses establish regular re-evaluation of their employees, skills and
processes. Furthermore, it will influence company culture by instilling an emphasis on
planning and can prompt company analysis and planning as it requires employers to review
existing talent and evaluate growth and development opportunities internally, rather than via
recruitment.

In fact, Forbes measured empowerment and employee engagement in data from over 7,000
employees and found that employees who felt a low level of empowerment were rated with
engagement in the low rankings of the 24th percentile, compared to those who felt a high
level of empowerment and were in the 79th percentile.

5. Builds Workplace Relationships

Finally, providing opportunities for employees to explore new topics, refine their skills and
expand their knowledge can help your team members bond with each other. During these
training and development sessions, they will tackle new challenges together. They can also
lean on one another for various learning opportunities by collaborating with colleagues who
have specific areas of expertise. Research has shown that peer collaboration is actually their
preferred method of learning. Learning from each other’s strengths not only leads to a more
well-rounded workforce, but those bonds can also improve retention and engagement.

1.1.6. Training Evaluation

Evaluation involves the assessment of the effectiveness of the training programs. This
assessment is done by collecting data on whether the participants were satisfied with the
deliverables of the training program, whether they learned something from the training and
can apply those skills at their workplace.

There are different tools for assessment of a training program depending upon the kind of
training conducted. Since organisations spend a large amount of money, it is therefore
important for them to understand the usefulness of the same.

For example, if a certain technical training was conducted, the organisation would be
interested in knowing whether the new skills are being use at the workplace or in other words
whether the effectiveness of the worker is enhanced.

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Similarly in case of behavioural training, the same would be evaluated on whether there is
change in the behaviour, attitude and learning ability of the participants.

1.2.Objectives of the study

The objective of this project is to design and develop a systematic approach for planning,
organizing, and conducting various training programs at UBL, Odisha as well as monitoring
their effectiveness.

 To describe the training process and need identification of the employees of the case
organization.
 To find out the effect of training programs on the learning levels of the employees.
 To find out the type of training programs important for functioning aspects of the case
organization.

1.3. Methods adopted

United Breweries Limited, Odisha has seen consistently increasing production over years
which is a result of continuous efforts of various departments to improve skills, be updated
with recent technological advancements and adopt best practices for the industry. Training
and development hence form an important tool to refresh known skills, upgrade existing
skills, and learn new skills for the employees. This project is an initiative to systemize the
entire Training and Development process at UBL, Odisha.

United Breweries Limited, Odisha ever since its establishment conducts various training and
development programs for its employees for enriching their knowledge, skills and attitude as
well as updating them with the recent technological and other changes in related fields. Apart
from that there were a few more induction and orientation programs for new joiners and
safety trainings which were being planned and executed at manufacturing units.

The duration of the program was for 45 days. During these days, secondary information
regarding Training and Development was collected from various sources of the organization.
The collected informationwas present in the subsequent chapters. This report has described
various training process adopted to bring effectiveness in the organization process. This
report is a qualitative and descriptive study.

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1.4. Outline of the study
This report consists of seven chapters. First chapter elucidates the introductory part of the
study, the objective of the study, brief description about methodology for the study and
outline of the report. Second chapter stresses upon detailed review of the literature related to
the topic, consisting features of theoretical perspectives in management process and impact
upon the organization and the significance of the study. Third chapter emphasizes upon
research design of the study that is detailed description of methodology adopted for the study.
Fourth chapter contain the organization profile i.e., detailed description about United
Breweries Limited and its process. Fifth chapter describes about demographic profile of the
respondents. Sixth chapter contains the analytical findings of the study. And the Seventh
Chapter brings down the conclusion of the study, the salient findings, and recommendations.

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 Chapter-2

Theoretical Perspectives, Literature Review and Significance of Study

2.1. Theories of Training and Development

2.1.1. Theory of Reinforcement:

This theory emphasizes on the learning behavior of a person and suggests that the learner will
repeat that behavior which is attached with a positive outcome or result. Skinner an
economist of behaviorist school of thought proposed the theory of reinforcement and
suggested that the training and development programs should be aligned with the
organizational objectives and a positive outcome should be expected with such training and
development programs. Further elaborating this concept suggested in reinforcement theory, it
can be argued that there are several techniques available in human resource practices which
can be associated with the training and development programs and the required suggestion by
this theory can be fulfilled. Different types of rewards in the form of bonuses, salary raises,
promotion and awarding of certificate after the training program can be associated with the
training and development activities and these rewards will generate a positive outcome. If this
is done by an organization then according to the Skinner’s theory of reinforcement the trainer
i.e., the employee will show more interest in the training and development programs held by
the organization.

2.1.2. Theory of Learning Types:

The theory presented by Gagne emphasized on learning of intellectual skills. These are such
skills which are found rare among the persons. He suggested by different learning types in his
theory and each learning type contains some external and internal conditions. The five
categories of learning which Gagne defined in his theory include intellectual skills, verbal
information, attitudes, cognitive strategies, and motor skills.

2.1.3. Theory of Experiential Learning:

Experiential and cognitive types of learning are differentiated by experiential theory of

learning presented by C. Rogers. According to Rogers, the wants and needs of the learner are
addressed by this type of learning. Experience gives the person a maturity and increases the
learning power along with the knowledge. Due to the personal involvement, the learner can
conduct a self-evaluation test, which allows him to understand the effect of learning on

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his/her attitude.

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2.1.4. Theory of Social Learning:

Social theory presents a new view of learning i.e., social. According to the presenter of this
theory, Albert Bandura, direct reinforcement cannot address all types of learning. Here by
direct enforcement means the training and development programs that is organized to
enhance the skills. According to this theory such programs are not address all learning types
as there are some social elements which cannot be taught. Those elements are learned by the
leaner from his/her surroundings. Such type of learning is called observational learning and
this learning is associated with the understanding of different human behaviors. The first type
of learning defined in this theory is through observation. In an organization the environment
and the surroundings play a very important role. The environment should be very
professional and the surroundings should be in such a way that the people (employees) learn
from them. This theory also suggests that it is not necessary that the behavior is changed after
learning something. It is expected that a person’s behavior changes after learning something,
but it is not in all cases. Furthermore, the theory also explains about the mental states which
play a vital role in learning process. If the mental status of the person is negative regarding
any learning activity, then he will not take part in that learning process and even if he is
forced to do so, he will not gain any positivity from that process. In organizational training
programs the mental state can be made positive regarding the training and development
programs by associating the rewards and benefits with such programs which will motivate the
employees and help to build a positive mental state. The case company also follow this theory
as it allows the employees to learn from the surrounding and provides an environment where
they can learn from their supervisors/managers and coworkers.

2.1.5. Theory of Kirkpatrick’s Model of Training Evaluation:

Kirk-Patrick laid out four levels for evaluation of any training. This model is arguably the
most widespread for evaluation in use. It is simple, very flexible, and complete. The four
levels as described by Kirkpatrick are as follows:

 Reaction - thoughts and feelings of the participants about the training

 Learning - the increase in knowledge or understanding as a result of the training
 Behavior - extent of change in behavior, attitude, or capability
 Results - the effect on the bottom line of the company as a result of the training.

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1) Reaction - Reaction implies how favourably the participants have responded to the
training. This evaluation is primarily quantitative in nature and is feedback to the training and
the trainer. The most common collection tool is the questionnaire that analyses the content,
methodology, facilities, and the course content.

2) Learning - At the level of learning the evaluation is done based on change in the ASK
(Attitudes, skills, and knowledge) of the trainees. The evaluation involves observation and
analysis of the voice, behavior, text. Other tools used apart from the observation are
interviews, surveys, pre and posttests etc.

3) Behaviour - Behaviour evaluation analyses the transfer of learning from the training
session to the work place. Here the primary tool for evaluation is predominantly the
observation. Apart from the observation, a combination of questionnaires and 360 feedbacks
are also used.

4) Results - The results stage makes evaluations towards the bottom line of the organization.
Here the definition of the results depends upon the goal of the training program. The
evaluation is done by using a control group allowing certain time for the results to be
achieved.

2.2 Review of literature

Iqbal and others (2011) have done their examination in the point. Their investigation is about
the relationship amongst attributes and developmental assessment of Training. This paper

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endeavoured to connote the utilization of developmental preparing assessment. The creators
have done a learn at three open area preparing establishments to observationally test the

13
anticipated relationship between the preparation attributes and developmental preparing
assessment under the Kirkpatrick model (response and learning). This study clarifies the
causal linkage between parts of developmental preparing assessment, the interceding part of
response in the connections between preparing qualities and learning was additionally
researched. The main finding uncovered that an arrangement of seven preparing qualities
clarified 59% and 61% fluctuation in response and adapting individually. All preparation
attributes were found to positively affect response and learning aside from preparing
substance. The study finished up with ranges of future research and underscoring on
connecting developmental assessment with conduct and results.

Rotarescu, (2010) has evaluated the study and found that there is the presentation in a
compact and useful way of a few basic leadership forms and the techniques connected to HR
preparing and advancement in situations with danger variables. The choices have been
upgraded by the HR preparing and advancement, the leaders have promptly accessible with
two techniques for investigation they are: (1) the choice network and (2) the choice tree
strategy. Both strategies figure the choices considering the evaluated money related quality
(EMV). At last, the choice network and the choice tree investigations speak to two
reasonable, versatile, and effortlessly material system examinations for selecting the ideal
strategy with respect to the preparation and advancement of HR. Both investigations produce
the same arrangement and depend on the exactness of the normal fiscal quality (EMV)
technique computed for every course elective activity. Of these two techniques, the chose
choice strategy relies on upon the circumstances, the multifaceted nature of the circumstance
and inclination of the leaders.

Pilar Pineda (2010) has done his exploration in the subject and the creator's motivation of this
paper is to introduce an assessment model that has been effectively connected in the Spanish
setting that coordinates all preparation measurements and impacts, to go about as a
worldwide instrument for associations. This model investigations fulfilment, learning,
pedagogical viewpoints, exchange, effect, and benefit of preparing and is thusly a worldwide
model. The creator says that preparation is a key technique for HR advancement and in
accomplishing hierarchical targets. Associations and open powers put a lot of assets in
preparing, however occasionally have the information to demonstrate the aftereffects of that
speculation. Just a couple of associations assess preparing top to bottom because of the
trouble included and the absence of legitimate instruments and practical models. The paper's
methodology is hypothetical, and the procedure utilized includes an audit of past assessment

14
models and their change by looking at their application by and by. The creator has likewise
connected the model

15
effectively in a few open and private associations, in industry and in the administrations
division, which exhibits its value and suitability in assessing the consequences of preparing.
Thusly, this assessment model has fascinating and pragmatic ramifications, as a helpful
instrument for preparing supervisors in assessing preparing results, and in addition giving a
worldwide disentangled way to deal with the mind-boggling assessment capacity. The
innovation of this assessment model lies in its attention on a key and novel viewpoint - i.e.,
the pedagogical measurement, giving a coordinated instrument that can be effectively
adjusted to any association.

Cary Cherniss and others (2010) have done their exploration in the theme and they have
assessed the viability of an administration advancement program considering International
Organization for Standardization (ISO) standards. The project used procedure planned
preparing gatherings to help members create passionate and social ability. The study included
162 troughs from nine distinctive organizations in an irregular task control bunch plan. There
were nine distinctive gatherings with nine directors in every gathering. Every gathering was
required to take after the indistinguishable procedure. His outcomes demonstrated that
following two years the intercession bunch had enhanced more than the controls on all
Emotional Competence Inventory variables. The paper offers suggestions for future
exploration on the components hidden the procedure outlined gathering methodology and
relevant elements that streamline results. This paper depicts an administration advancement
methodology that seems, by all accounts, to be more temperate and predictable in its
conveyance than customary methodologies, for example, workshops or official training.
Although ISO standards are used broadly in the business world, this is the main study that has
utilized this methodology as a part of the outline and conveyance of administration
improvement.

Thomas Andersson (2010) has done his exploration and has evaluated this paper to research
the battles of administrative character in connection to the procedure of getting to be/being a
supervisor, and the individual clashes required inside this procedure. Administration
preparing tends to be founded on administration concerns the securing of skills, systems, and
individual mindfulness, while administrative practice is more liquid and logically based.
There is a test for coordinators of a wide range of administration preparing to scaffold crevice
between an altered thought of what is to be a trough and how administration is polished. The
strategy utilized as a part of this paper is a subjective longitudinal undertaking. The
longitudinal and inside and out subjective methodology offices an imperative commitment

16
to comprehension

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issues in building up an administrative capacity. In general, 62 meetings and eight half-day
perceptions were directed. The study concentrates on just five directors in two associations.
This little example restrains the general capacity of the exploration. At long last the study
puts accentuation on the part of administration preparing in giving layouts to "how to be a
trough", yet it likewise shows the twofold edged and complex pretended by connection in
administrative being and getting to be.

David Mc Guire and Mammed Bagher 2010) has done their examination and has investigated
the writing on assorted qualities preparing and inspect the impact of force, benefit, and
governmental issues of differences in associations. This is an applied paper looking at the
contentions in support and against differences preparing in associations. It distinguishes the
nearness of prevailing gatherings in the public eye prompting the underestimation and
mistreatment of minority differing bunches. Assorted qualities preparing has a huge part to
play in cultivating more prominent equity, incorporation, and decency in the working
environment. Basically, it can help assorted people and groups recover vital parts of their
character and appreciate gainful satisfying professions in the working environment. Assorted
qualities encourage another viewpoint in associations through benefiting from the points of
view of all representatives and offering voice to quieted minorities. It advances more
prominent comprehension, correspondence, and the mix of various perspectives in basic
leadership and critical thinking. To implant differing qualities adequately in associations
requires initiative by senior administration and an acknowledgment that assorted qualities
will enhance execution measurements, instead of essentially being a socially alluring perfect.
It includes perceiving that advancing differences and a comprehensive society is a common
obligation and is not exclusively the protest of assorted qualities backers or HR divisions. At
long last the creator says that as globalization impacts increment and the support of assorted
gatherings in the work environment develops, there is a reasonable need in the field of
Human Resource Development (HRD) to focus on advancing the reason for differing
qualities. Differing qualities needs to end up a need thing on the HRD motivation through
inserting assorted qualities into the educational module of HRD projects.

Franco Gandolfi (2009) has done his examination and he has dissected that scaling back as a
rebuilding technique which has been effectively executed throughout the previous three
decades. While representative decreases were used for the most part because of emergencies
preceding the mid-1980s, scaling back formed into a completely fledged administrative
methodology for countless organizations in the mid to late 1980s. From that point forward,

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cutting back has changed the global corporate scene and influenced the lives of a huge
number of people far and wide. While the general impacts of scaling back have been broadly
reported, numerous misguided judgments encompassing the idea of cutting back have
remained. This reasonable paper concentrates on the part of preparing and improvement
(T&D) amid the scaling back procedure. Specifically, the examination delineates the present
group of writing connected with the capacity of HR and its arrangements, projects, and
strategies that organizations receiving scaling back must give to their surviving workforces.
At long last, this paper offers closing remarks with respect to compelling cutting back
practices that have developed in the writing.

Cody Cox. B (2009) has done his examination and has investigated that the directing impact
of individual contrasts in the relationship between confining preparing was inspected for
specialized and nontechnical substance zones. Members were 109 working age grown-ups
(Mean age 38.14 years, SD 12.20 years). Self-viability and objective introduction were
analysed as mediators. Results demonstrated a three-route association between execution
introduction (a measurement of objective introduction mirroring the yearning to show skill in
an accomplishment setting), age, and edge for specialized preparing and a three-path
collaboration between execution introduction, self-adequacy, and edge for nontechnical
preparing. Suggestions for future exploration and confining preparing to improve interest are
examined.

David Pollitt (2009) has done his examination in a subject and he has audited that in the
wildly focused, firmly directed money related administrations segment, client confronting
staff must be prepared to offer the right item at the correct time in a way that is reasonable to
all. AXA sun life gives annuity and speculation exhortation and items to many people and
organizations through two UK building social orders - Britannia and Birmingham Midshires.
Guaranteeing that its 200 workers have forward abilities and learning tumbles to directed
deals preparing supervisor Paul Ingleby and his group of four, who work from AXA's
Coventry head office. We have strong testing and evaluation forms for each project and each
agent. This reaches out to the coaches, who additionally experience a yearly procedure to
guarantee that they have the item information themselves, and additionally the aptitudes to
convey it. An enormous measure of experience lives inside the group, both as coaches and,
some time ago as guides. Input recommends that upgraded preparing capability is being
interpreted into enhanced abilities inside the business.

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2.3. Significance of the Study

The Significance of the Study was to describe and understand the training process followed in
the case organization. Training need identification of the employees based on their lacunas
and skill gaps. Assessing the effect of training programs which includes the learnings retained
from the trainings imparted to them, the motivation level of the employees after the trainings,
the changes in their work pattern and behaviour after the training programs. Analysing the
type of training programs which are important for the employees in the long run which will
help in improving the efficiency of the employees which will eventually help in enhancing
the productivity of the case organization. Through this project report the valuable suggestion
will be made to the organization to follow value based for a skilled and knowledgeable
employee which will not only enhance the organizations competitive advantage over the
organization, but also prevail professional value at the level of the organization.

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 Chapter – 3

RESEARCH DESIGN OF THE STUDY

3.1. Introduction
This chapter provides a detailed note on method of collecting information from the source
and its use made in this study. This chapter is divided into sections dealing with nature of
information base, the selection of case organization, which was used for gathering the
quantitative and qualitative information for descriptive analysis of the study.

In order to achieve the objectives of this study, it is important to examine how far the values
and procedures are given prominence in functional and operational processes of infrastructure
development organization. Employee Training and Development in Human Resource
Management is defined as a system used by an organization to improve the skills and
performance of the employees. It is an educational tool which consists of information and
instructions to make existing skills sharp, introduce new concepts and knowledge to improve
the employee performance. An effective training & development initiative-based training
need analysis helps the company to enhance the skills of working manpower and improve
productivity. Employee Training and Development helps in updating employees’ skills and
knowledge for performing a Job which at the end results in increasing their work efficiency
and increase the productivity of an organization. In UBL, it may be technical training,
behavioural or safety training. With the help of training the employees update with the
current technology, they develop more skills, knowledge, and experience so that they can
perform their job efficiently and effectively and the organization will achieve the goal in
time.

3.2. Field Work During the Study Period

Firstly, I was introduced to every employee and the system of the UBL and the work culture
followed there. Then after having a discussion with the HR head and Officer-HR, I went
through the Annual Report of the organisation. I tried to understand the work culture and
work pattern which was followed in the case organisation. And after receiving all the relevant
information regarding training and development process which was followed at UBL, I went
through all the trainings that are given to the employees of UBL. The 2 nd Saturday of every
month is dedicated for Reward and Recognition program at the organization wherein I got an
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opportunity to be a part of the same and experience the celebration and recognition of the
employees. I was also asked to prepare a presentation on the topic “Reward and Recognition”
and present it before everyone. I did prepare a presentation and presented it before all the
workers, the executives, and the General Manager of the plant. After the Reward and
Recognition program, birthday celebrations of all the employees during the previous month
was celebrated. Thereafter, the following day, I enquired about how the training need is
identified, how the employees are selected for the training programmes, what kind of training
programmes are been organised, who are the resource persons for the training programme,
how many training programmes are arranged in a year, what are the methods used for
imparting the training programme. Thereafter, I had a discussion with the HR head and she
guided me about my project and on how to conduct my research project. After getting all the
secondary information, I prepared a questionnaire for the respondents. The contents of the
questionnaire were based upon, training needs, satisfaction with the training methodology,
assessing the effectiveness of the training programs. The questionnaire was administered
among 50 numbers of employees in the organisation. Then I personally went to the
employees’ and asked them to fill up the questionnaire which gave me a good chance of
having an interaction with them and understand their behaviour. The questionnaires were then
collected from the employees and it was analysed. With the co-operation of the HR
Department and all the executives and workers I got the responses. On the last day of my
internship period, I had to give a presentation on my learnings, a brief summarization of my
report, work culture of the organization before the HR Head, and the General manager of the
plant. Thereafter, they appreciated my work and presence in the organization and gave me the
completion certificate. This internship period of 45 days at UBL, was a great exposure and
gave me a memorable experience about the real picture of the corporate world.

Receiving a reward from the General Manager of United

Breweries.

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Giving a final presentation on learnings before the General Manager.

Final presentation based on the learnings during the 45 days internship period.

3.3. Analysis

 Describing the different training programs planned and conducted by the organization
for its employees.
 Analyzing the program effectiveness on overall development of the organization.

3.4. Explanation of Variables

 Need Identification- This variable can be measured in the terms of (i) Deficiency in
achieving the target, (ii) Lack of skills and knowledge, (iii) Frequency of breakdown
of machines, (iv) Occurrence of accidents.

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  The Effect of training programs- This variable can be measured in terms of (i) The
productivity of employees, (ii) Increase in efficiency, (iii) Less occurrence of
accidents,
(iv) Less breakdown of machines.
 Learning Levels- This variable can be measured in terms of (i) Individual Learning,
(ii) Team Learning, (iii) Organizational Learning, (iv) Learning across organizational
levels, (v) Performance Measurement and feedback.
 Functioning aspects- This variable can be measured in terms of (i) Organizational
Structure, (ii) Culture and values, (iii) Strategy and goals, (iv) Technology and
Systems,
(v) Innovation and Learning (vi) Supply chain and Logistics

3.5. Research Design

The Researcher has adopted the descriptive research design to explain the training process
followed in the organization. In order to assess the training program as a measuring force for
enhancing the effectiveness of the organization, the researcher has collected majority of
secondary information from the published and unpublished materials of the organization. The
researcher has used simple statistical technique like percentage to measure the impact of
training program on the overall development of the organization.

3.6. Sampling Framework UBL

Production HR Utility Process Finance Quality P&A EHS

10 4 10 10 10 6 10 10

24
3.7. Sampling Procedure

Simple Random Sampling process was adopted to select the sample size. The questionnaire
was given to the Respondents. The questionnaire was prepared in simple language so that the
participants could understand the questions. Leading questions were avoided.

3.8. Sample Size

The population was 70 out of which the sample size drawn was 50. Here, the sample size
consists of 8% of the total workforce in the organization. The respondents were randomly
chosen from each department to be a part of the research. Then the questionnaire was sent to
the respondents through email, after which they filled it up and sent back to the researcher.

3.9. Method of Data Collection

All the secondary information was collected from the published and unpublished record
available in the organization like training documents, Annual Report of the Organization,
thesis, and dissertations.

Primary data were collected from the administration of questionnaire to the different levels of
officials of UBL, Khordha. Questionnaire was filled up by the respondents and sent it back to
the HR Department. Information was compiled and analysed to assess the effect of different
training programs on overall organization function. Finally, the data were analysed and
presented in the subsequent chapter.

25
 Chapter – 4

ORGANIZATION PROFILE

4.1. Introduction
4.1.1. History and Journey of the Organization

The United Breweries Group was founded by a Scotsman, Thomas Leishman, in 1857.
United Breweries has an association with brewing dating back over nine decades. It all
began with 5 breweries in South India, the oldest of which, Castle Breweries, dates to
1857. United Breweries, as these breweries were named in 1915, has come a very
long way.

Soon afterwards, the sight of bullock carts carrying huge barrels or 'Hog's heads'
containing beer became a household sight. These carts wheeled their way to
customers, including British troops living in and around Madras, Bangalore and the
Nilgiris. Almost immediately, the brew from UB became a favourite, especially with
the British troops. So began the history of beer in India, and the history of United
Breweries!

The company was bought by the late Mr. Vittal Mallya in 1947, and since then, has
consistently tasted success and never looked back. Today, each one of the 89,763
outlets selling beer in India, sell at least one brand from United Breweries.
Kingfisher, the group’s most visible and profitable brand, made a modest entry in
the sixties. During the 1950s and 60s, the company expanded greatly by acquiring
other breweries.

4.1.2. Current Operations

United Breweries Limited today boasts as impressive spread of twenty-one own units and
eleven contract units throughout the country. Here, the best methods of manufacturing meet
innovative, creative, and aggressive marketing complemented by a strong distribution
network. UBL strives to strengthen its diversity and inclusivity by creating a fair and
respectful workplace for all employees. As an organization, they have been focusing on
building more inclusive teams, developing infrastructure, and creating enabling policies that
support their endeavour of brewing a better world.
26
From September 2022 onwards, UBL launched Heineken Silver in the India market.
Heineken Silver is a seasonable, easy-to-drink premium lager that fits well in social occasions
and appeals to the new generation of beer drinkers in India. In the on and off trade channels
in the launch regions, Heineken Silver was introduced with a high-quality in-store visibility
program and consumer trial activations at scale.

Kingfisher Ultra spearheaded the premiumisation agenda for the Kingfisher brand through its
domestic premium mild, strong and wheat beer propositions, expanding its footprint and
growing its brand equity and awareness with its consumers. UBL’s Flagship brand
“Kingfisher” has achieved international recognition consistently, and has won many awards
in International Beer Festivals.

With the rapidly evolving digital landscape, UBL ensures that the workforce is equipped with
the necessary skills and resources. UBL has implemented MyHR as a global solution to
connect all employees and permanent workmen covering the complete employee lifecycle on
a single digital platform. MyHR, with its intuitive self-service access, delivers a digital
employee experience for the people and serves as a single source of truth for global people
data for the business.

4.1.3. Vision and Mission

The group Mission Statement embodies these objectives:

 To be recognized leader in our target markets.

 To be the preferred employer wherever we operate.

 To recognize the value of our human assets.

 To be the partner of choice for customers, suppliers, and other creators of innovative
concepts.

4.1.4. United Breweries Limited, Odisha

UBL, Odisha stands by the motto- “Safety First, Safety Always.” It began its operations in
the year 2007. It has a production capacity of more than 1 million cases per month. Beer
industry is a seasonal business and operates based on seasonal demand which is maximum in
summer months. March-June are the months of peak season when there is full
utilization of the
27
production capacity. The months after June see a decline in market demand which leads to
decline in production. October- January are the lean months when there is minimum
production of beer. In these months only 50% of the production capacity is utilized.

UBL, Odisha employs 100 employees out of which 62 are associates (Permanent Workers)
and 32 are executives (Supervisors, Junior Management Cadre Employees and Departmental
Heads). Apart from that it also employs contract labourers thereby providing employment to
the nearby villagers. The number of contract workers varies from 300 in the peak season to
100 in the lean season. These contract labourers comprise of both males and females who are
either skilled, semi- skilled or unskilled depending upon their kind of job.

4.2. Description of Organizational Process

There are 8 departments operational in this unit and every department has a Departmental
Head. All department heads report to the General Manager of the Unit. The Current General
Manager of the unit is Mr. Sudhir Behera. The various departments operational at UBL,
Odisha are:

1. Process (Manufacturing) Department headed By Mr. Shesh Shirodkar

2. Production (Packaging- Bottling and canning) Department headed by Mr. Nabin Ku.
Das Mohapatra

3. Quality Assurance (QA) Department headed by Mr. Niranjan Behera

4. Commercial (Purchase, Logistics and Stores) Department headed by Mrs.

Sanghamitra Mishra

28
 5. Engineering and Maintenance (Asset Care) Department headed by Mr. Sanjay Sahoo

6. Health and Safety Environment (HSE) Department headed by Mr. Subrata Roy.

7. Human Resources (HR) Department headed by Mrs. Sony Mehta.

8. Finance and Accounts Department headed by Mr. Sunil Kumar Mishra

1) Process Department

This department takes care of the manufacturing process of beer. Right from boiling of malt,
rice flakes and sugar, mixing them in right proportions in the mash kettle, temperature control
of wort holding tanks, mixing of right quantities of yeast to the right time for fermentation
everything is the responsibility of the Process Department. This Department has employees
who are experts in brewing process.

2) Production Department

This department is responsible for bottling and canning of beer produced by the process
department. From cleaning of bottles and cans, filling of bottles and cans up to the
right level, pasteurization to crowning and labelling everything is taken care by the
Production Department. There are two separate lines for Bottling and Canning.

3) Quality Assurance Department

This Department is involved in the entire process of manufacturing as well as packaging.

From the very beginning it is responsible for checking the quality of malt, rice flakes
and sugar, quality of beer at various stages in the manufacturing process, tasting of
beer, quality of glass bottles and cans as well as filled level of beer in the bottles and
cans.

4) Commercial (Purchase, Logistics, and store)

This department is responsible for all procurement and logistics, store, dispatch,
engineering spares other RM, PM, consumables. Starting from purchase of raw materials
for brewing purpose & Packaging materials for production like bottles, cans, crown,
labels, foils, cartons, sticking adhesive all are managed by the Commercial department.

29
4) Engineering and Maintenance Department

This Department is responsible for repair and maintenance of the machineries used in the
plant for manufacturing as well as bottling and canning. Asset care and utility are all
managed by the Engineering and maintenance department of the organization.

5) Environment, Health, and Safety Department

In a manufacturing-based industry safety and wellbeing of workers at work place is of

paramount importance. This department assures safety of all workers. It organises
safety trainings and mock drills at frequent regular intervals to keep employees aware
and updated about ways to avoid and escape accidents and mishaps.

6) HR Department

HR Department is responsible for all HR functions starting from recruitment and selection,
induction, providing training, managing wages and salaries, performance appraisals,
PMS to industrial relations and managing trade unions, taking care of labour cases,
excise duty. This department is also responsible for organizing employee engagement
activities and CSR activities. Managing contractors, indiscipline cases by contract
labourers are also taken care of by the HR department. The overall wellbeing of the
employees, availability of basic amenities and facilities to the employees is taken care
of by the HR department.

The HR function has a facilitation role in relation to training and development. This includes:

 Providing the tools to support training and development

 Advising and encouraging individuals and those with line management
responsibilities about training and development matters
 Co-ordinating the delivery of certain training and development activities that are
organized centrally.
 Managing the centralized budget for training and development and ensuring
consistency of allocation.
 Maintaining records about the development of the staff.

30
 Chapter -5

DEMOGRAPHIC PROFILE OF THE EMPLOYEES

Demographic details of the employees play a very important role in designing the training
needs. The contents of the training program, the duration, the type of training program, and
the modes of the trainings depend largely on age, educational qualification, and work
experience of the employees.

The following charts throw some light on the demographic details of the employees.

31
Table: 5.1. Distribution of respondents based on age

Age of Respondents Frequency

Less than 30 11

30-40 16

40-50 18

50-60 7

Total 50

Age of Respondents

18
16
14
12
10
8
6
4
2
0
Less than 30 30-40 40-50 50-60

Source: Primary Data collected from field.

It is observed from the above chart that, maximum employees are among the age group of 40-
50, followed by around 16 employees are among the age group between 30-40, followed by
11 employees are among the age group of less than 30. Corresponding to that only 7
employees are among the age group of 50-60.

32
Table 5.2. Distribution of respondents based on gender

Gender of Respondents Percentage

Male 82%

Female 18%

Total 100%

Gender of Respondents

18%

Male
Female
82%

Source: Primary Data collected from field.

From the above table, it is observed that the maximum are males with 82% corresponding to
that are females with 18%.

33
Table 5.3. Distribution of Respondents based on Educational Qualification

Educational Qualifications Percentage

Under-Graduates 22%

Graduates 34%

Masters 44%

Total 100%

Educational Qualifications

22%
34%
Graduates
Masters

44% Under- Graduates

Source: Primary data collected from field

From the above chart, it is observed that majority of the respondents of about (44%) have
completed their qualifications in Masters in their respective specializations and
corresponding to that, around (22%) of respondents are under-graduates.

34
 Chapter- 6

ANALYTICAL FINDINGS OF THE STUDY

6.1. Background

Training and development must be dependent upon each other to increase the competitive
advantages of the organization. In the training process of the organization, the training needs
of the individual must be identified and addressed. The total process of the training and
development keeps the organization in a better advantage position than the other
organization. It not only enhances the skill level of the employee but also the organization
could initiate the changing process. In this regard, the collected information is analysed and
presented in the tabular form below.

35
Table 6.1. Distribution of respondents on training programs addressing the skill gaps

Respondents Frequency Percentage

Strongly disagree 0 0%

Disagree 0 0%

Neither agree nor disagree 2 4%

Agree 17 34%

Strongly agree 31 62%

Total 50 100%

Source: Primary data collected from field

PERCENTAGE
60%

50%

40%

30%

20%

10%

0%
Strongly Disagree Neither agree Agree Strongly agree
disagree nor disagree

From the above table, it is observed that 62% of the respondents strongly agree and other
34% of the respondents agree to the statement that the training programs addresses their skill
gaps. And corresponding to that around 4% of the respondents neither agree nor disagree
whether the training programs addresses their skill gaps or not.

36
Table 6.2. Distribution of respondents based on whether the training was relevant to
their job or potential job

Respondents Frequency Percentage

Strongly disagree 0 0%

Disagree 1 2%

Neither agree nor disagree 3 6%

Agree 17 34%

Strongly agree 29 58%

Total 50 100%

Source: Primary data collected from field

PERCENTAGE
60%

50%

40%

30%

20%

10%

0%
Strongly Disagree Neither agree Agree Strongly agree
disagree nor disagree

From the above table, it is observed that majority of (58%) of respondents strongly agree to
the statement that the training was relevant to their job or potential job, followed by (34%) of
respondents agree and corresponding to that around (2%) of the respondents disagree that the
training was not relevant to their job or potential job.

37
Table 6.3. Distribution of respondents based on receiving training to fulfil the identified
development needs

Respondents Frequency Percentage

Strongly disagree 0 0%

Disagree 2 4%

Neither agree nor disagree 1 2%

Agree 12 24%

Strongly agree 35 70%

Total 50 100%

Source: Primary data collected from field

Percentage
70%
60%
50%
40%
30%
20%
10%
0%
STRONGLY DISAGREE NEITHER AGREE STRONGLY
DISAGREE AGREE NOR AGREE
DISAGREE

From the above table, it is seen that the highest of about (70%) of respondents strongly agree
that they get trainings based on their identified development needs followed by (24%) of
employees agree to the same. Corresponding to that (2%) of the respondents neither agree nor
disagree that the trainings are not based on their identified development needs.

38
Table 6.4. Distribution of respondents based on whether the trainings not only covered
the basics but also dive deep enough into the material.

Respondents Frequency Percentage

Strongly disagree 0 0%

Disagree 0 0%

Neither agree nor disagree 5 10%

Agree 7 14%

Strongly agree 38 76%

Total 50 100%

Source: Primary data collected from field

Percentage
80% 76%
70%
60%
50%
40%
30%
14%
20% 10%
10% 0% 0%
0%
STRONGLY DISAGREE NEITHER AGREE STRONGLY
DISAGREE AGREE NOR AGREE
DISAGREE

From the above table, it is seen that the majority of (76%) respondents strongly agree,
followed by (14%) of the respondents agree that the trainings they get not only covered
basics but also dive deep into the material. Corresponding to that, around (10%) of
respondents neither agree nor disagree about the same.

39
Table 6.5. Distribution of respondents based on if they have used the learnings from the
trainings into the job

Respondents Frequency Percentage

Strongly disagree 0 0%

Disagree 1 2%

Neither agree nor disagree 4 8%

Agree 8 16%

Strongly agree 37 74%

Total 50 100%

Source: Primary data collected from field

Percentage
80%
70%
60%
50%
40%
30%
20%
10%
0%
STRONGLY DISAGREE NEITHER AGREE STRONGLY
DISAGREE AGREE NOR AGREE
DISAGREE

From the above table, it is seen that the highest of (74%) of respondents strongly agree that
they have used the learnings from the trainings into the job followed by (16%) of the
respondents agree on the same. Corresponding to that lowest of (2%) of the respondents
disagree that they have not used the learnings from the trainings into their job.

40
Table 6.6. Distribution of respondents based on if they feel competent and confident on
the topic of the course at the end of the training program.

Respondents Frequency Percentage

Strongly disagree 0 0%

Disagree 1 2%

Neither agree nor disagree 0 0%

Agree 10 20%

Strongly agree 39 78%

Total 50 100%

Source: Primary data collected from field

Percentage
80%
70%
60%
50%
40%
30%
20%
10%
0%
STRONGLY DISAGREE NEITHER AGREE STRONGLY
DISAGREE AGREE NOR AGREE
DISAGREE

From the above table, it is observed that maximum (78%) of the respondents agree that they
feel competent and confident on the topic of the course at the end of the training program.
Corresponding to that minimum (2%) of the respondents disagree that they do not feel
competent and confident on the topic of the course at the end of the training program.

41
Table 6.7. Distribution of respondents on effectiveness of on-the-job to off-the-job
training

Respondents Frequency Percentage

Strongly disagree 0 0%

Disagree 3 6%

Neither agree nor disagree 2 4%

Agree 5 10%

Strongly agree 40 80%

Total 50 100%

Source: Primary data collected from field

PERCENTAGE
80%
70%
60%
50%
40%
30%
20%
10%
0%
Strongly Disagree Neither agree Agree Strongly agree
disagree nor disagree

From the above table, it is seen that maximum of (80%) of the respondents strongly agree
that on the job training is more effective than off the job training methods like classroom
teaching, simulation, assignments role play, etc. Corresponding to that minimum of (4%) of
the respondents neither agree nor disagree on the same.

42
Table 6.8. Distribution of respondents based on the type of training programs they have
attended in the past three months

Responses Frequency Percentage

Behavioural Training 5 10%

Safety Training 39 78%

Technical Training 6 12%

Total 50 100%

Source: Primary data collected from field

Percentage

12% 10%

Behavioural Training
Safety Training
Technical Training
78%

From the above table, it is observed that maximum of (78%) respondents have attended
safety trainings, followed by (12%) respondents have attended technical trainings and
corresponding to that (10%) of the respondents have attended behavioural trainings.

43
 Chapter-7

CONCLUSION

7.1. Overview

United Breweries Limited is one of the most successful companies in the state of Odisha.
Training and development system in this company is by and large designed to encourage
employees to work in such a way that the organization is benefited by their performance.
Training process is directly related to the development process of Human Resource.
However, it is difficult to measure this abstract aspect quantitively as cost involved in
training is a positive and meaningful investment which pay dividend future. UBL, certainly
focuses on training and development aspects of its employees because it stands by the Motto-
“Safety First, Safety Always.” United Breweries provides training to all its employees,
workers which includes permanent workmen, contract workers.

 More experienced and senior executive should be involved in training sessions and
for experience sharing sessions.

 The employees should be aware about the criteria for selection and they should aware
about the objectives of training when being selected.

 Training should fully contribute to trainees’ knowledge.

 Training also to impart the employee based on giving promotion, not just only for the
employees who are found inefficient, this helps in motivating the employees and
maintains the effectiveness of training.

 The ROI– The return on investment made towards training and development activity
need to be measured. Employee must be aware about the cost invested by Company
indirectly and they will be motivated to get the desired result output.

7.2. Salient Findings

 Maximum respondents agree that the training programs addresses their skill gaps.
 Majority of the respondents agree that the training given to them was relevant
to their job or potential job.

44
  Maximum respondents agree that they get trainings based on their identified
development needs.
 Most of the respondents agree that the trainings not only covered the basics but
also dived deep into the material.
 Majority of the respondents agree that they have used the learnings from the
trainings into their jobs.
 Most of the respondents agree that they feel competent and confident on the topics
of the course at the end of the training programs.
 Maximum respondents agree that on the job trainings are more effective that off
the job training methods like classroom teaching, simulation, assignments, role
play, etc.
 Majority of the respondents have attended safety trainings in the organization.

7.3. Suggestions

There are a set of certain safety training programs identified as per the requirements and were
made compulsory for all employees. The HR department should conduct briefing and
debriefing sessions for employees for training as to give them an idea as to why this training
is been conducted and what they must learn in the training program conducted and after
training completion they should take feedback as to how effective was the training so that the
necessary improvements in training programs can be considered and implemented.

 HODs of respective departments in consultation with the department executives

must find out the workers who needs skill enhancement training programs.
 HR department in consultation with the subject matter experts and design the job
requirement training programs which can fulfill the organizational requirements.
 Content based training modules must be prepared for enhancing the effectiveness
of training programs.
 The HR Department must carry out the Pre-evaluation and Post-evaluation of the
existing and acquired knowledge of the employees based on the trainings.

45
7.4. Summary

HRM is nothing but managing the human resource, from the date of recruitment till the
retirement and each employee needs some training program to develop their skills and ability.
Today we are living in a competitive world to survive among other factors, it is the
employees who make the organisation reach their desired goal. Identification the training and
development needs in the employees which is very important in the organisation .it will help
to achieve individual goals has well has organisation goals it also help in productivity of the
present employees and also the standard of living of the employees and their family When
proper training and development is provided from the organisation to the employees, it helps
increase the employee’s interest towards the work and also the organisation, when training
and development is done by the organisation, it helps to recognize the present level of the
employees and what changes are needed to improve their skills, attitude knowledge,
experience and also it is able to recognize the negativity of the present problems in the
programs which are improving the profits, goodwill. The employees agree that the training
programs help to increase productivity and achieve the organizational goal.

46
 ANNEXURES
ANNEXURE-1

REFERENCES

 www.trainingneedanalysis.com.au
 “Effective Training Needs Assessment,” available at: www.citehr.com
 www.academia.edu.in
 “Employee Training and development across the generations”, available at:
(www.trainingindustry.com)
 www.kirkpatrickpartners.com
 www.lucidchart.com
 www.unitedbreweries.com
 Sackett, P. R., et al. (1993): Sackett, P. R., et al. (1993). Formal design in training
evaluation: Addressing threats and assumptions. Journal of Applied Psychology,
78(4), 524-531.
 Facteau et al. (1995): Facteau, J. D., et al. (1995). Influence of trainees' general beliefs
on pre-training motivation: A study of managers and supervisors. Journal of Applied
Psychology, 80(1), 44-53.
 Thornhill (1994): Thornhill, A. (1994). Difficulties in evaluating training
effectiveness and practical considerations for improvement. Journal of
Organizational Effectiveness: People and Performance, 1(3), 231-245.
 Webster and Martocchio (1993): Webster, J., & Martocchio, J. J. (1993). Task
labeling and age: Linking training programs to employee characteristics. Journal of
Applied Psychology, 78(4), 628-637.
 McGuire, D., & Bagher, M. (2010). Diversity training: Exploring the impact of
power, privilege, and politics in organizations. Journal of Human Resource
Development, 14(3), 345-362.
 Goel, O. P. (2000). Training and development impact on organizational performance:
Exploring the potential of informal, on-the-job training. Journal of Organizational
Training and Development, 26(2), 187-198.

47
 Books Referred
 Book Name: Training and
Development Author: Vinayshil
Gautam & Shobha G
 Book Name: Human Resource Management
Author: V.S.P Rao

 Book Name: Human Resource

Management Author: Shagun Ahuja

 Human Resource Management

Author: K. Ashwathappa

48
 ANNEXURE-2

Questionnaire for Assessing the Effectiveness of Training Programs Conducted in

United Breweries Limited, Khordha

GITA Autonomous College

Masters of Business Administration

Here, the statements are given based on the trainings given in the past 3 months. Please
submit your responses based on the trainings that you have attended in the past 3 months.
The responses stand for,
1- Strongly disagree
2- Disagree
3- Neither agree nor disagree
4- Agree
5- Strongly Agree

Employee Details

Name (Optional):

Age: Gender: Qualification:

Designation: Department:

1. Please put a tick mark at the correct option:

1- Strongly Disagree
2- Disagree
3- Neither Agree Nor disagree
4- Agree
5- Strongly Agree

Sl. Question 1 2 3 4 5
No

a) I think the training programs addresses my skill

gaps

49
 b) The training was relevant to the job or the
potential job

c) I get training is on basis of my identified

development needs

d) Did the training dive deep enough into the

material, or did it only cover the basics
e) I have actually used the learnings from training
into the job
f) The quality of the trainings I have received is
good
g) According to me on the job training is more
effective than off the job training methods like
classroom, simulation, assignments, role play
etc.

2. What type of training programs you have attended in the last 3 months?
Behavioral Training
Technical Training
Safety Training

3. Do you feel competent and confident on the topic of this course at the end of the
training program? Please share any concerns or knowledge gaps.

50