capol t & d
TRANSCRIPT
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CHAPTER-I
INTRODUCTION ABOUT THE STUDY
NEED FOR THE STUDY
OBJECTIVES OF THE STUDY
SIGNIFICANCE OF THE STUDY
SCOPE OF THE STUDY
METHODOLOGY OF THE STUDY
LIMITATIONS
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Introduction:
Training makes a very important contribution to thedevelopment of the organizations human resources and hence to the
achievement of its aims and objectives. To achieve its purpose,
training needs to be effectively managed so that the right training is
given to the right people, in the right form, at right time and at the
right costs.
Training is different form college education.Training is purely vocational, in contrast to education, the main
purpose of which is the development of general culture. Education is
person-oriented while training is job-oriented.
The term training indicates the process involved in
improving the aptitudes, skills, and abilities of the employees to perform specific jobs. Training helps in updating old talents and
developing new ones.
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Definitions of Training:
Training is an organized activity for increasing the
knowledge and skills of people for a definite purpose.
Training is the act of increasing the knowledge and skills
of an employee for doing a particular job. ---------Edwin B. Flippo.
Training involves the development of skills that are
usually necessary to perform a specific job. Its purpose is to achieve a
change in the behavior of those trained and to enable them to do theirjobs better. Training makes newly appointed workers fully productive
in the minimum of time. Training is equally necessary for the old
employees equipment is introduced and there is a change in the
techniques of doing the things.
In fact, training is a continuous process. It does not stop
any where. The managers are continuously engaged in training their
subordinates. They should ensure that any training program should
attempt to bring about positive changes in the knowledge, skills and
attitudes of the workers. The purpose of training is to bring about
improvement in the performance of work. It in learning of such
techniques as required for the better performance of definite tasks.
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NEED FOR THE STUDY:
In fact need for studying the various dimensions of training
and development and dynamics of training and development arises in
terms of research studies in social research because of the fact human
capital is regarded as most valuable assets for corporate enterprises in
every country. In the face of cut throat competition intensified by
liberalization and globalization of Indian economy need for upgrading
the and escalating efficiency of human resources to enable them to
keep pace with emerging challenges is felt by todays organization.
It is high time that companies in India to make themselves
more competitive and more dynamic so that they which kind
competitive forces in a concerned industry in order to avoid the
problem of redundancy of human resources which is caused by
frequent developments in technology CAPOL division is poised to
adopt up gradation of technology as a part of modernalization
program.
The importance of training and development and its role in the
development of said company was properly realized by the company
so the present study which focused on the methods of training and
development in the company had brought out many interesting
aspects relating to training and development.
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The major philosophy underlying study of this aspect is
to elicited the opinion of employees about effectiveness of training
and development programs more comprehensive in future. From this
study innumerable advantages can be derived which may be useful to
the company in rectifying its short comings
Objectives of the study
In order to realize my vision I have set the following objectives.
PRIMARY OBJECTIVE:
To know the extent of satisfaction of the employees in training
and development programmers provided at CAPOL
SECONDARY OBJECTIVE:
1. To know the type of training and development programs
conducted to the employees
2 .To know the impact of training program Behavioral aspects like
inter-personal relationship, communication etc., of the employees.
3. To know how far the training programs are helpful to the
employees in performing their job
4. To suggest appropriate techniques and modifications in training
programs to achieve organizational goals.
5. To know that if the training improves the relationship between
workers and management.
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6. To examine the feasibility of the introduction of state of the art
training methods in the fast changing world.
7. To carefully examine the type of responsiveness of theemployees to the change in the training methods.
8. To examine the possibility to seek the behavioral norms
suggested by the trainees this may be acceptable to them.
9. To observe the correlation between training requirements and
importance attached to the training by the company.
10. To thoroughly ascertain whether training planning has
reflected internal realities and external realities.
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SIGNIFICANCE OF THE STUDY
The researcher is of opinion that present study on Training and
development in CAPOL Division vital importance as training and
development is one of the critical success factor around which
corporate enterprise gain core competence as well as competitive
advantage. The contribution made by training and development to the
organization efficiency and effectiveness and its importance in
management in management of human resources had aroused a keen
urge and inclination in me to select the present topic for project
training.
Like in other fields, drastic changes have taken
place in the way of human capital in recent times. In the other words,
it is necessary that the researchers should attach utmost importance to
the dramatic changes in the area of training and development. It is
worth while to admit the fact that the concept of training and
development has assumed new dimensions.
It is gratifying to note that the study on
training and development in any reputed company in India deserves
attention and priority when compared with other research problems.
Since CAPOL division deserves appreciation and attention in the
view of its commendable contribution to the industrial development
of India study in the above said company assumes much importance.
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I have taken special interest in carrying out my
study in CAPOL Division. It is earnestly hoped that CAPOL is bound
to the benefited through the suggestions which I offered and take
effective measure for correcting deficiencies and inadequacies
wherever their existed.
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Methodology
Methodology deals with different methods and tools by which the data
are collected.
RESEARCH DESIGN:
Research design is defined as the specification of methods and
procedures for acquiring the information need. It is plans of organization frame
for do in the collection of data.
In general the research designs are of these types via exploratory,descriptive and casual.
Descriptive:
Descriptive designs have that name because they described
phenomena with out establishment associations between factors the data may
be.
1. The behavioral variables of people (or forth subjects) that are
Under study.
2. The situational variable that existed is forth coming.
Sources of Data :
Since the study is explorative and investigative there is a requirement of
data from different sources. Enough data is more relevant for the research in
order to have a clear idea about the research. The data were collected through
primary and secondary source.
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a) Primary data:
The primary data are those, which are collected freshly and for the first
time, from the employees directly. It is collected through the following
methods.
1. Questionnaire: A structure of questionnaire was prepared and
distributed among the employees.
2. Interview: Personal interviews and interaction with the employees
and labour.
3. Observation: By observing the working environment.
DATACOLLECTION
PRIMARY DATA SECONDARY DATA
1) Personal interview with
Various officials andEmployees of theOrganisation.
2) About 100 employeesWill be interviewed
Through a questionnaire
1) Information fromVarious publication and
Journals.
2) NEWS magazines
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b) Secondary data:
The secondary data are those which have already been collected by
someone or else which have been passed through statistical process. Sources
of secondary data can be categorized into 2 broad categories named published
and unpublished statistics. Leaflets, brochures, annual reports of CAPOL,
Training and development reports, other textual information available in the
library.
Research Approach:
In this researcher goes to the respondents with questionnaire
clarifies any doubts raised by the respondents and notes the responses.
Sampling Method:
Simple random sampling method
Sample units:
Workers of Capol
Sample size:100
Data Analysis:
The data collected were analyzed using statistical measures like chi-
square test, percentages and averages, wherever necessary and according to thedemand of the study, descriptive analysis is also made.
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Limitations
1. This scope of the project is focused only on the workers of
the Capol (Chirala).
2. This study is restricted up to training and development
programs only.
3. Some of the respondents hesitated to answer some questions.
4. Because of their busy work the data is collect in hurry. This
is analyzed based on available information
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CHAPTER-II
INDUSTRY
&
COMPANY PROFILE
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INTRODUCTION TO CAPOL
The full form of CAPOL IS Coromandal Agro Products
and Oils Limited. It is seasonal industry. CAPOL established in 1975. The
manpower of CAPOL is 500. It is located in Jandrapet near Chirala. The area
measurement of CAPOL is 23.68 acres. Acquirement of Andhra Pradesh
Government.
The causes for the location of CAPOL at Jandrapet.
Available of raw materials.
Power, water, transport and infrastructure facilities.
Construction Materials.
Labour facilities.
Skilled persons.
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HISTORY OF COTTON SEED
In our country India more than 70% of the total
population were depend on agriculture. So, there is a much demand for an
Agro products Most of the people were depend on cotton also.
For this interest the Indian industrial development of
cotton seed processing was first at Navasri, Surat (DT), Rajastan, second at
Punjab and third at Hyderabad (A.P) in 1937 by Sri. Govindram Sakseria
(125 tones/day)
After this heavy production India now occupies the
fourth place among the cotton seed production countries in the world.
Many of the people depend on this cotton seed
agriculture. It is a seasonal crop. The rate of these cotton/cotton seeds was
depending up on the various factors relating to the farmer. That is price of
seed, rate of fertilizers and rain etc. This is history of the cottonseed. Now
there is a heavy demand for this cottonseed because lot of products were
made with cotton or cottonseed.
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INTRODUCTION
The word Agro Industries broadly means industries
manufacturing inputs for agriculture or the industries processing
agricultural outputs. Agencies supporting agriculture by designing and
manufacturing inputs are termed as Agro Industries and those supporting
by agricultural products are termed as Agro based industries. Modern
Agro industries manufacture chemicals and supply agricultural input either
on each basis or realize the value in installments.
According to planning commission Any enterprise
producing and supplying chemicals inputs to agriculture is an Agro based
industry. Due to rapid changes in technology. The out put of agriculture.
Agro industries and Agro based industries has increased in the same
manner. We found the improvement not only in output of cotton and titles,
but also in the whole range of plantations like tea, coffee, groundnuts, cash
nut and course juts.
Generally most of the industries use agriculture output as
basic raw materials. But this concept defers in case of Agro industries. It
is conformed to those industries that are engaged in processing the
agriculture product.
Since Agro industries directly influence the cost
structure of forming Agro based industries. They have their impact on the
receipts of the farmer Agro industries also serve as a mean for providing
better employment opportunities to the labour during off-season. Thepurpose of establishing Agro industries co-operation is not only to equip
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former with modern implements, but also to train them in the operation of
machines, which in the early state of mechanization and nationalization of
agriculture.
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INDUSTRY PROFILE
BACKGROUND
India one of worlds leading producers of oil seeds
(9.3%) and oil
Technology Mission on oilseeds set up in 1996
Oilseeds have support price mechanisms
India second largest importer of edible oils (2
million MT)
Vanaspathi a substitute for ghee, formed by
hydrogenation of crude vegetable oil.
Free pricing in vanaspathi since 1989; delicensed in
1992
Oil season November to October
MAJOR PLAYERS
Edible Oils Vanaspathi
National Dairy Development Board
(Anand)
Hindustan Lever
(Mumbai)
ITC Agro-Tech (Secunderabad) Wipro (Bangaloe)
Marico Industries (Mumbai) Rasoi (Calcutta)
Ah,ed Mills (Mumbai) Avi Industries
(Mumbai)
MARKET
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Industry Structure
Highly fragmented industry
Over 600 oil extraction units, 166 vanaspathi
manufacturing units
- only 10 edible oil units and 8 vanaspathi units have
national reach
Over 50% of the units sick or under utilized due tosurplus capacity
Idle capacities among these units due to shortage in
feedstock supply
Major oil brands Sundrop, Dhara, Saffola, Sweekar,
Postman
Vanaspathi brands Dalda Rath
TRENDS IN OUTPUT
Market Size:
Edible oils and vanaspathi markets 9.6 million MT
Oils market growing at 8.7% CAGR
Vanaspathi market stagnating at around 1 million MT
CAPACITIES
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Installed Capacity and Production
Vanaspathi Edible Oils
Capacity 2,720,000 30,368,000
Productions 990,534 6,250,000
Utilization 36% 21%
Installed capacities and Production in MT per year
Key Inputs, Technology
Inputs
Vanaspathi Minor (solvent extracted) edible oils
Sunflower oil, Soybean oil, Ricebran oil.
Edible Oils Oilseeds such as Groundnut, Sesame, Mustard,
Sunflower and oil cakes and bran
Raw materials comprises 70% of the production cost
Oilseeds the largest cash crop Poor productivity 873 Kg/
hectare (global average of 2000 kg/ hectare). Though oilseeds
have 14.5% share in gross cropped area, only 25% of it is under
assured irrigation.
Technology: Refining technology freely available
indigenously
FEATURES
Characteristics
Oils : primarily a commodity market price sensitive
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Effective distribution chain through a complex
network of C & F agents, wholesalers / stockists & retailers (kirana
shops, supermarkets).
Oil sold in bulk (tin, HDPE containers) to institutions;
In retails packs (PET bottles, cans, jars, pouches) to small
customers
Seasonal demand for oils & vanaspathi September to
November (peak season)
Regulation : Under the Edible Oils Packaging
(Regulation) Order, 1998, edible oils cannot be sold loose but can
be sold only in packed form
Oil consumption North is largest market, followed
by South, West & East Zones
Imports and Prices
Oils and vanaspathi substitutes can be freely imported
under OGL
Import duties : 15% basic + 10% surcharge (Oil); 40%
basic (Oilseeds)
Large scale imports of oils and vanaspathi substitutes
primarily to check price rise and meet supply shortages.
Imports during 1998-1999 2.38 million MT
Estimated imports for 1999-2000 : 3 million MT
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Prices of edible oils : RBD Palmolein Rs.23,500/MT
(Wholesale, ex-Mumbai) World market : $420/MT (Rs.18,060/MT) c.i.f. July99
Prices of vanaspathi : Rs. 647/15 kg (wholesale, ex-
Calcutta) 0 May99
Usage
Oil and vanaspathi used as cooking media (in
households, hotels, restaurants, canteens, institutions)
Vanaspathi used as an industrial input for making
bakery products & confectionery
FUTURE
Macroeconomic factors : Population growth,
per capita income, purchasing power, oilseeds crop
Influence of branded products health
message
Growing preference for convenience foods
Raw material sourcing : focus on improving
yields, getting better quality oilseeds, ensuring regular supplies
through symbiotic relationship with farmer
Key success factors:
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Branding essential for success (Vanaspathi
Dalda, Oils Sundrop)
Better distribution network to improve reach
Efficiency in operation to become price
competent and withstand overseas competition
Proposed Future trading in edible oils will helpcurtail price volatility and lend knowledge based assistance to
farmers of eliminate unofficial markets
In the next five years, the market for
Future - edible oils will grow by 8% to 12.65
million MT
- vanaspathi will grow to 1.5 million MT
Free imports, low import duties and slump in
global prices lead to dumping
Domestic industries of edible oils and
vanaspathi affected low realization and idle capacities in oil and
vanaspathi industries
Business- Production slippages have also forced imports
Concerns Excessive (cheap) imports of oilseeds led
to un remunerative prices, locally
Hence, farmers have shifted to other cash crops
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Increasing health awareness impact of oils and
vanaspathi usage in individuals cholesterol levels
This industry is a high volume, medium growth sector
characterized by excess / idle capacities owing to in efficient
operations. Imports have been influencing prospects, leading to
domestic industry crisis.
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HISTORY OF THE COMPANY
CAPOL is an oil producing industry at Jandrapet
near Chirala. It has acquired much importance at Prakasam District
in A.P. This is because of extensive cultivation of cotton by the
farmers. Cottonseed is remove from the cotton and it would be
sold to the company for manufacturing of various by products like
cottonseed hulls, soap stock, animal feed, lint etc. Further, the
products of CAPOL like de-oiled cake are also exported to Japan,
Thailand, Malaysia, west Germany, Switzerland etc., Therefore the
study on marketing mix of the CAPOL has assumed a greater
significance in recent times.
The success of any organization depends
mainly of three functions of the management namely production,
finance and marketing. Selling has predominant importance in
marketing procedure.
Cottonseed crushing industry is one of the Agro based
industries. Cottonseed is used in the manufacturing of edible oils,
cakes, liner, hulls and oil. India is the third largest edible oil based
economy in the world after UNITED States and China. India
accounts 9.7% to the global oil seed production. The main
production of this industry is edible oil.
Most of the people habitat to use groundnut oil for cooking
purpose. To meet the competition CAPOL is manufacturing
cottonseed oil at a lower price than groundnut oil. This itself
underlines the importance of marketing activities of CAPOL,Chirala.
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CAPOL has been located in Jandrapet village at Chirala and
are measuring across 23.68 acres. The plot has acquired from the
Government of A.P on the basis of 9 years lease. The sight is
favorably located in respect of all facilities.
This is registered in 12th Dec, 1975 and Commencement of
business was started from 5th Jan, 1976. This CAPOL has made a
joint venture with APIDC and signed on 1st Feb, 1976 CAPOL got
the license in 13th Aug, 1975 and it is transferred to 13th Feb, 1976.
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ORGANIZATIONAL STRUCTURE
The CAPOL is organized by a board of Directors.
Under the board of directors there is a chairman. The chairman
controls the Managing Directors. There is a General Manager
under the control of the Managing directors.
The General Manager organizes the overall activities
of the company. He has under his direct control of finance
manager and the company secretary. Besides he has also under
him a commercial officer. Under maintenance engineer material,
procurement officer, packing section in charge and personnel
officer and security officer. Under the finance Manager there are
three officers. They are Junior Account officer, Internal audit In-
charge and administrative officer.
The plant engineers are in-charge of the C.S.P Plant
in-charge oil mill, solvent extraction plant in-charge, refinery in-
charge and lab in-charge. Plant engineers functions are to rectify
mechanical defects to make machinery run smoothly and maintain
co-operation of the production activities.
The personnel officers are responsible of organization
recruitment of personnel functions and ensure the disciplined
working of the employees. The security officers are in-charge of
watch and time keeping departments.
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Board of directors
Managing directer
General Manager
Plant Engeneer personnel Financial Manager Company Commerc
Manager Account Officer Secretary Manager
Purchases Sales Cashier Expenditur Internal Stores Accounts
Audit Accounts General
Personnel Officer Horticultural Officer Security Officer
Senior Clerks Clerks Head Guards
Junior Clerks Security Guards
Purchasing Commercial Commercial
Officer Guntur Officer Chirala Officer Kakinada
Assistants Clerks Clerks
Clerks
C.S.P.Plant Oil Mill Solvent Extraction Refinery Laboratory Packing
Incharge Incharge Plant Incharge Incharge Incharge Section
Supervisor Supervisor Supervisor Supervisor Workers Workers
Workers Workers Workers Workers
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COMPANY PROFILE
NAME : Coramandal Agro Products and Oils Ltd
Address : Jandrapet (post)
Chirala (M.D.),
Prakasam (DT), PIN-523 165.
Chairman : V. Venkata Rao
Directors : M. Lakshmaiah
M. Ramesh
V. V. S. Ravi
M.D : M. Venkateswara Rao
General Manager : Sri K. Satyanarayana
Finance Manager : Sri A.V. Krishna
Commercial Officer : V.H. Gupta
Personnel Officer : Suresh Babu
Finance Institutions : ICICI, IDBI, IFCI
Auditors : M/s A. Ramachandra Rao & Co.,
Registered Office : 12-B
Sky land apartments,
Basheer Bagh,
Hyderabad.
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Established : 1975
Manpower : 500
Area : 23-65 acres
Product : Cotton Seed Oil
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MARKETING ORGANISATIONAL CHART OF CAPOL
GENERAL MANAGER
COMMERCIAL MANAGER
MATERIAL
OFFICER
(GUNTUR)
MATERIAL
OFFICER
(GUNTUR)
MATERIAL
OFFICER
(GUNTUR)
ASSISTANTS CLERKS CLERKS
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OBJECTIVES OF THE CAPOL
Following are the objectives of the company:
To acquire, promote establish and carry on business of
manufacture oils from cottonseed. Castor linseed, sunflower, Rice
bran and other type of edible and non crushing solvent extraction,
chemical or any other process and to utilize, sell the oils and cakes
to be produced or acquired for edible purpose of in any type or
processing i.e., ordinary crushing solvent extraction, chemical or
any other and to utilize sell the oils cakes to be produced or
acquired for edible purpose or in any industry in the manufactured
of nutrition tools, soaps, cattle fed, manure, fatty acids, perfumes,
chemical or any other and to utilize sell the oils cakes to be
produced or acquired for edible purpose or in any industry in the
manufactured of nutrition tools, soaps, cattle fed, manure, fatty
acids, perfumes, chemical and other products in which such oils,
cakes are utilized.
To erect, take on lease or otherwise acquire establish
plantation and other lands, or free hold, leasehold, or the other
tenure and in particular lands producing or likely to produce, cotton
seeds and other seeds and also grants concession claims, licenses
and authorities of any description over any such lands.
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To carry on in India or every where in any part of the
world the business of spinning weaving of manufacturing ordealing in cotton or other fibrous substances, the preparations,
dyeing or coloring of any of substances, the preparations, the
pressing of sand otherwise dealing with cotton seed and extraction
of oil and other such products. There fourth refining and treating
of such products and subjects them to further processor of
manufacture.
To act as stockiest, a commission agent,
representatives or agents, selling and purchasing agents, distracters,
brokers of edible oils.
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ANCILLARY OBJECTS OF THE COMPANY
To manufacture and deal in all kinds of plant
machinery apparatus tools utensils, materials and things necessary
or convenient for carrying on any of the main objects of the
company.
To buy, sell, manufacture, plant, prepare, treat, alter,
exchange, hire, let on hire, import, export dispose and or deal in all
kinds of articles and things which may be required for the purpose
of any of the business which the company is expressly or by
implication authorized by this memorandum at carry on.
To establish, appoint, regulate and discontinue offices,
agents, representatives, distributors or retailers in all such places as
the company may from time to time determine for carrying out all
or any of the companys objects and to acts agents for the other.
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AWARDS FOR CAPOL
The following awards are given to the CAPOL company for best
performance in various circles
1. In 1981-82 award was given for largest exports to de oiled cake in India
from all India cotton seed crushers Association .
.2. In 1983-84 the company was awarded a certificate of merit as higher
exports of de oiled cake in India .
3. In1979 the company was given best safety award by Prakasam
District Mills Association.
4. Export award of AICOSCA for second largest exporter of cotton
seed expeller extraction from south zone .
5. The CAPOL company got best production award in the year .
1984-85 from A.P. Government.
6. The CAPOL company was awarded best management commendation
certificate from the C.M. Dr. Marri Channa Reddy on First May 1990
7. Karimika Ratna award was given by A.P Government for achieving
higher production with low temperature in 1995 .
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CHAPTER-III
TRAINING
&
DEVELOPMENT
IN
CAPOL
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Defining Training and Development:
According to Flippo, training is the act of increasing the knowledge and
skills of an employee for doing a particular job. The major outcome of training islearning. A trainee learns new habits, refined skills and useful knowledge during
the training that helps him improve performance. Training enables an employee to
do his present job more efficiently and prepare himself for higher level job.
Training, thus, may be defined as a planned program designed to improve
performance and bring about measurable changes in knowledge, skills, attitude and
social behaviour of employees.
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Training Vs Development
Training and Development Distinctions
Learning
dimension
Training Development
Who
What
Why
When
Non-managers
Technical
mechanical operations
Specific job
related information
Short term
Managers
Theoretical
conceptual ideas
General knowledge
Long run
Thus, training is meant for operatives and development is meant for
managers. Training tries to improve a specific skill relating to a job whereas
development aims at improving the total personality of an individual. Training is a
one-shot deal; whereas development is an ongoing, continuous process. Training
is mostly the result of initiatives taken by management. It is the result of some
outside motivation. Development is mostly the result of internal motivation.
Training seeks to meet the current requirements of the job and the individual. In
other words, training is a reaction process whereas development is a proactive
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process. Development is future oriented training, focusing on the personal growth
of the employee.
Benefits of the training:
The benefits of training to a company should be readily apparent. The major
values are:
1. Increased productivity:
An increase in skills usually results in an increment in both quality and
quantity of output. However, the increasingly technical nature of modern job
demands systematic training to make possible even minimum levels of
accomplishment.
2. Improved morale:
Training helps employees to improve their job knowledge. It enables them to
remain up-to-date. They can handle job operations with relative ease and comfort.
They can work more competently. They can now meet the deadlines, achieve the
targets and show performance. In short, their morale would be high. In the
absence of training, they have to depend on others and wait for painfully long
hours seeking an appointment with supervisors.
3. Reduced Supervision:
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The trained employee is one who can perform with limited supervision.
Both employee and supervisor want less supervision but greater independence
which is not possible unless the employee is adequately trained.
4. Reduced accidents:
More accidents are caused by deficiencies in people than by deficiencies in
equipment and working conditions. Proper training in both job skills and safety
attitudes should contribute towards a reduction in the accident rate.
5. Increased organizational stability:
The ability of an organization to sustain its effectiveness despite the loss of
key personnel can be developed only through creation of a reservoir of employees.
Flexibility, the ability to adjust to short-run variations in the volume of work
requires personnel with multiple skills to permit their transfer to jobs where the
demand highest.
CURRENT TRAINING & DEVELOPMENT PRACTICES:
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National Perspective:
The industrial organizations have realized the importance of
training their employees for better performance and for improved productivity. In
such cases, the stress is more on management development and less on worker
development.
The main difference between training in public and private
sectors is, in the former the training programs are focused on employee
development, approach while in the private sector it is mainly for the development
of the organization.
Most of the Public Enterprises have taken up HRD in big way.
However, in private sector it is less continuous but more enterprise focused and
need based. It is also a fact that in private sector formal assessment of training
needs and strategies of fulfilling them are absent. It is often viewed as a retreat for
reflection and recoupment. But things are changing under the new economic
policy and globalization of operations. Increasingly private sector industrial
houses are setting up training centers and planning to establish even private
universities. Although training helps employees to do their present job, the benefits
of training may extend throughout a persons career, whether management or non-
management.
Development on the other hand, helps the individual to handle
future responsibilities than the concerns of the present job. Simply stated, the
essence of training is to meet the future requirement of the organization. Thus,
training and development is essential both for the workers as well as the top
managers.
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Functions such as HR planning, recruitment and selection,
training and development, personnel and administrative policy, planning and
implementation, career counseling, industrial relations etc., are well integrated in
successful corporations.
Organizations are made up of a vast majority or workers and
a smaller complement of first line supervisors, middle level managers and top
executives. Essentially it is the workers, who produce the desired results in
industry.
One of the greatest challenges to a supervisor/manager
today is how to get work done, from their subordinates. Training is, therefore,
essential both to workers as well as supervisors, to improve their skills and to
change their attitudes. The same is true for the managers, whether at the middle or
the senior level that need training in the art or man-management.
With the introduction of computers there is greater need for
training, retraining and redeploying employees in industrial establishments. With
the New Industrial Policy announced by the Government in July 1991, many
structural changes have taken place. The Indian economy has switched over from
domestic market to global market. In order to compete in the world market Indian
industries have to endeavor to improve quality and ensure competitive edge.
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HRD in Public Sectors
Public Sector is a prominent organization in India which contribute most
towards National Economy. Most of these organizations use costly Technology
and equipments. Therefore, HRD in these organizations assume greater importance
to improve their efficiency.
HRD is a process by which an individual learns and uses creativity
development or himself and of the organization. It also includes mechanism like
performance appraisal feedback and counseling assessment of Training and
Development needs designing suitable programs evaluation of program and
feedback. The mechanisms are slow and complex in many a public sector
organization.
The regard and promotional system based on a time bound scale rather than
merit basis in these sectors defeats the basic concept of HRD process.
HRD can be a hall mark of public sector which will automatically improvethe quality of work and productivity if the objectives improve the quality of work
and productivity if the objectives are clearly defined and the goals are achieved.
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PROCESS OF TRAINING:
The process of training broadly encompasses the following steps:
1. Define training objectives
2. Identify the fert training needs of the staff.
3. Formulate various training schedules and ensure their systematic
implementation by time bound programs.
4 Assessment / evaluation of its effectiveness viewed from short as
well as long term pay off to the organization and the staff.
NEED IDENTIFICATION:
The effectiveness of training function is heavily dependent upon
effectiveness of processes used to identify training needs. This is the first critical
step on the road to competence development and performance enhancement. An
inadequacy at this stage cascades to all the subsequent training processes.
Traditionally, training need analysis got integrated into the annual appraisal
form.
Logically, this seems to be the correct way of doing things. First we assess
the performance of the person, their based on the performance gaps we identify the
training needs. But after reality testing, it proves absolutely wrong.
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The correlation between attribute assessment and actual performance of the
person is a question mark. Attribute assessment puts upon the wrong track from
the word go is 99% of cases, the employee is nominated by a higher authority
rather than being given a change to volunteer for a program, in some organizations,
there are employees who are earmarked and regularly nominated to attend training
programs. (Narang 2002) The subsequent training does not be fulfilling any
significant purpose. Faculty training needs identification is at the core of this
problem. The answer lies in studying the entire gamut of organization needs
.Empowering employees .So that they can take care of their own training needs in
a powerful technique that can fetch the dividends for the organization. In this
approach, emphasis is given to self development of employees, who then can learn
at his own pace.
The onus is on the emphasis, volunteering for training is encouraged and the
practice of nominating is phased out.
So, training need identification is based on training need analysis. As the
name suggests the TNA is an attempt to understand the training needs on theorganization. The analysis presents an approach to identify the gap between the
existing performance level in the employees and the desired level of performance
to achieve the organizational goals. In other words it identifies the gaps in the
skills, knowledge and attitudes of the workforce and indicates the training inputs
required to improve employee performance. It is essentially a diagnostic tool for
the trainers.
A structured TNA is balanced in an understanding of the organizations need
on one hand and the employees need on the other. It is very interesting to note that
Toyota company carried out a research that is a business process 65% of the
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activity is wasted, 30% of the activity though useful, add no value and the balance
5% only add value.
Training Methods
Once the trainer has decided up to the training method that he wants to use
for transferring the knowledge and skills to his trainees, he can draw from various
training methods, one that will be most suitable for the particular topic, approach
and the group of trainees. Even though there are a number of methods, only a few
are used normally. In a corporates, even fewer number of methods are in
operation. In this chapter an attempt is made to discuss about the training methods
usually adopted by various Training Institutes / departments.
Training Methods:
Training methods are grouped into:
1. On-the-job training
2.Of-the-job training
On-the-job training:
Advantages:
1 Requires no extra space and attention
2 Its very practical
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3 Most common way that employees receive instruction in industry
4 Allows to practice what he is expected to do after training
Disadvantages:
1 Expensive equipment and work space is tied up
2 High wastage
3 Trainee will be under pressure
Types of on-the-job training:
1. Orientation Training
2. . Job-instruction Training
3. Job Rotation
4. Coaching
Orientation Training:
For new employees or transferred or promoted
1 Introduce to specific job environment
2 Introduce to Company policies and objectives
3 Supervise during early introduction period
4 Introduce to the people with whom he works
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Job-instruction training:
For white and blue colour employees
1 Specialized training
2 Supervised practice
3 Step by step Demonstration of Job operation
4 Trained until satisfied level
Job rotation:
1 Successive change of jobs for advanced learning
2 Immediate supervisor supervises the employee
3 Valuable knowledge of interrelationship
4 No socio-emotional relationship with any employees
Coaching:
1 A coach is assigned to every trainee
2 Coach takes the risk of training the employee
Off-the-job training:
Advantages
1 Organized training
2 Executives get away from pressure of the job
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3 Provides resource such as faculty, executives, books etc.
4 Motivates to develop himself
5 Courses courses and programs that company cant
Disadvantages
1 Fail to incorporate material that facilitate transfer of training
2 Organizational climate is lost
3 Trainees may experience frustration
4 Unless Organizational climate Training are not likely to be realized
5
Types of off-the-job Training:
1 Vestibule training
2 Lecture
3 Films
4 Television
5 Simulation
6 Organization development
Vestibule training:
1 Equipment and materials similar in production are used
2 Increases learners active participation
3 Ideal learning conditions
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Lecture:
1 Economic means of training
2 One way communication
3 Listeners are passive
4 Attitude and interest among the trainees varies
5 Skillful lecturer is needed
Films:
1 Skillful editing leads to Good learning principles
2 Its repeatedly available for reference
3 Cause effect relationship can be easily demonstrated
4 Takes less time to master operations
5 Powerful if planned from trainees point of view
Television:
1 No interaction between trainee and trainer
2 Most skillful instructor is needed
3 Experiments shown Class room interaction is better than television
Simulation:
1 Same as vestibule training
2 Real life organization
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TRAINING AND DEVELOPMENT IN CAPOL
On the Job Training
It is the method of training the employees or the workers to improve their
skills and competencies required for their job. It means that On the Job Training is
conducted to increase the employee input to achieve higher efficiency so that the
requisites of the jobs are fulfilled and the performance of the employees is
maximized. On the Job Training places the employees in a actual work situation
and makes them appear to be immediately productive. It is hence learning by
doing.
There are several methods used for training the employees under this
i.e. Apprenticeship Training, Simulation Technique, Demonstration, and as well
training on the equipment.
In the perspective of capol, On the Job Training is very significant
aspect to train the existing employees so that higher job performance is reached,
this leads to higher productivity and as well as higher job satisfaction. To conduct
this several steps are to be followed which begins right from the Job Description to
Assessment testing.
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The sequence of the On the Job Training at CAPOL is
in the following manner:-
a) Job Description:-
A Job is a collection of tasks and responsibilities that an employee is
responsible to conduct. Jobs have titles. A task is a typically defined as a unit of
work, that is, a set of activities needed to produce some result, e.g., sorting the
mail, etc. Job Descriptions are lists of the general tasks, or functions, and
responsibilities of a position. Typically, they also include to whom the position
reports, specifications such as the qualifications needed by the person in the job,
salary range for the position, etc. Job descriptions are usually developed by
conducting a Job analysis, which included examining the tasks and sequences tasks
necessary to perform the job. The analysis looks at the areas of knowledge and
skills needed by the job. Note that a role is the set of responsibilities or expected
results associated with a job. A job usually includes several roles.
Typically, job descriptions are used especially for advertising to fill an
open position, determining compensation and as a basis for performance reviews.
Some times job descriptions are not worded in a manner such that the employees
performance can be measured; they end up serving as the basis for evaluation
rather than performance. So it becomes very essential to have a complete
description of the job, which would help us
in knowing the specifications in the job.
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b) Identifying the Skills and Knowledge:-
Once the complete description of the job is known then it becomes essential
to identify the skills and knowledge required for the job to be successfully
terminated. Based on the findings at this stage it helps in knowing the basic
requirements to fill that job position. It may be qualification or any other technical
background or communication skill etc, based upon the type of job. Once the
skills and knowledge required for the job are identified then it becomes easy for
the person in charge to prepare the subject matter of the job.
c) Standard Operating Procedures:-
An SOP is a set of instructions or steps someone follows to complete a job
safely, with no adverse impact on the environment (and which meets compliance
standards), and in a way that maximizes operational and production requirements.
SOP are meant for the people who perform jobs by themselves, for people who
work together on a job, and for people who supervise other people doing a job.
Following factors should be considered like age, education, knowledge, skills,
experience and training of the person who will perform a job, and the social
culture or work history within which the individual works. SOP material is used
to write a description of how a job is done.
SOPs are very essential for all the jobs before a job is begun. SOPs firstmust be comprehensive. Often SOPs are written by one person, and are reviewed
by one or more others, one of whom may approve a final version. Most
importantly, SOPs should be reviewed by several people qualified to evaluate the
SOP in terms of its completeness and clarity of safety, environmental and
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operational components. In keeping with the intent of various International
Standards Organization (ISO) standards, these reviews should be based on the
maximum safety, health and environmental considerations, not merely what the
law requires.
SOPs should be written by teams that include some or all of the following:
1 People who will perform the job
2 People who will perform maintenance on equipment involved in a
SOP
3 Engineers or others who design equipment and processes
4 Technical writers
5 Safety personnel
6 Environmental personnel
7 Equipment manufactures
8 Vendors
9 Suppliers
10 Contractors
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Team writing accomplishes several goals besides just producing an SOP:
1 It ensures that comprehensive knowledge acquired from different
perspectives is applied to the SOP.
2 It creates but-in, which increases the likelihood that the SOPs will
be
implemented under the guidance of the writers.
3 It trains trainers the people who write the SOP. Having participated in
in-depth decision making about the SOP, the writers know it intimately and are
more likely so be effective trainers (coaches).
4 It involves people from diverse parts of the operations as a whole,
which helps ensure that when new and modified processes are implements,
someone goes back and updates the SOP.
5 It encourages employees to follow the SOP and listen to the trainers
because the employees know that the writers invested time and effort on behalf of
the employees.
6 Writing teams do not have to sit together to write. They can write or
edit parts of the SOP independently and then one person can combine the
individual contributions. Once combined, circulate the draft SOP for review
among the writers before editing a final draft for review by supervisors and
subsequent supervised testing by employees. Ideally a writing team should meet at
least once in the beginning of project to establish writing objectives, targets and
responsibilities, but then can work semi-independently with one person serving as
coordinator. In this way standards are set which make the task much easier, such
that the employees are trained as per the required standards
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1. Identifying the Employee Skills and Competencies:-
After the Standard Operating Procedures are set then the next
stage is to identify the skills and competencies possessed by the employees who
are assigned that particular job. By this it becomes easy to know about the
knowledge of the employee and the short comes so that the employee is trained
where they require additional skill. These skills can be identified by conducting
the performance analysis of the employee or by checking the result or the
contribution level. This would make the training task much easier since only the
requisite training is given instead of training the employee in all aspects and this
saves time and as well the results can be seen very soon.
2 Compare the former with the identified skills and
knowledge of the Job:-
This stage becomes very crucial because the skills and knowledge of the job
are compared with the skills and knowledge possessed by the employee and the
deficiencies are found in the employees. The found deficiency is then fulfilled by
training the employees. This would make the task of the training much easier
because only specific training is given. This reduces the training cost and as well
as training duration.
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3. Know the strengths and weakness of the People:-
Once the skills and competencies of the employees are identified, it becomes
necessary to sort the list by means of strengths and weaknesses. It means a kind of
SWOT analysis is done to identify them. By identifying these we can neglect to
know his strengths and weaknesses and as well help the organization to provide
training to employee.
4. Identify the Trainer:-
After the weaknesses are found now it becomes necessary to find the right
trainer who could train the identified employees with the best input so that the
results are maximized. A trainer is the most important part of the training program
and hence the results are based on the inputs fed by the trainer and hence very
carefully the right person should be chosen the train the employees.
5. Training Conduct
Once the trainer is identified then the dates should be fixed for the training
program and it should be conducted. The trainer may use various techniques to
train the employees i.e. either by classroom method or demonstration method or
slide showing method or training the employees on the equipment and many more
techniques can be used by the trainer. In this way by following either all the above
said methods or by following any one the trainer can train the trainees.
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6. Implementing of the Learned Skills:-
Once the training is completed then comes the stage of implementation
where the employees implement their newly learnt skills at their respective jobs.
What ever the employees learnt in the training may be difficult to implement but
by following the techniques taught to them at the training they can easily
implement their skills.
7. Assessment Test:-
An Assessment test is conducted at the end to know the knowledge gained
by the employees and how far they are able to recollect the learned material. This
test would give the result of how much knowledge employee gained by the training
and what score he gained in the test and as well it helps in knowing the
performance level of the employee.
8. If not Assessed then Retrain:-
If at last the employee has not qualified the test then it means that the
employee has to be retrained so that he gains the required skill. In this way
assessment test helps in knowing the knowledge gained by the employee.
In this way On the Job Training carries all the above steps, which should be
conducted sequentially so that the training is given successfully.
Training Management Information System
Training Information System (TRAINS) is envisaged to computerize most of
the training and development activities of T & DC department.
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After receiving the Annual training calendar along with course objectives,
respective departments have to nominate the employees for various programs as
per the seat allotment on monthly basis.
T&DC will check the level of the participants to find out his suitability for a
particular program.
All the programs are conducted every month and attendance particulars are
fed in the computer. Every HOD has the access to Training Information System
where in they can nominate, view and modify the proposed nominators of his
employees. HOD can also view the attendance details of his employees as well as
attendance status of his department as a whole against nominations.
Benefits of TRAINEES are:-
1 Easy tracking of training attendance
2 Provision for accommodating last minute substitution
3 Correspondence is reduced
4 Time for nomination finalization is reduced.
5 Duplication of nomination is eliminated for the same program.
6 Availability of employee training history.
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Facts of T & D:
1) Knowledge dissemination: It comprises of library and information
service, books, periodicals, articles, abstracts, and codes.
2)Continuous improvement: It comprises of feedbacks, audits,
corrective actions, proactive actions, surveys, suggestions, and
quality circles.
3)Training need identification: It comprises of competence
assessment, identification of programs, matching individual needs
and organizations initiative.
4)Design of Program: It comprises of title, objectives, course
contents, eligibility and methodology.
5) Provision of Training: It comprises of venue, faculty, catering,
audio/video aids and other such hands on utilities
6) Fresher Training: It comprises of induction, orientation, plant,
general training departmental training, on-the job training and tests.
7) On-the-Job Training: It comprises of SOP, SMP, unit training
competency checklist and follow up.
8) Foreign training: It comprises of supplier training, bench
marketing, post training presentation and training reports.
9) Refresh training: It comprises of critical equipment training,
departmental refresher, and technical refresher.
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10) Awareness training: It comprises of ISO 9001, ISO 14001,
OHSAS 18001, computer, waste management, TQM and cost.
11) Faculty Training: It comprises of learning principles, session
planning, presentation techniques and self assessment through
videos.
12) Evaluation of Training: It comprises of reaction level, learning
level, post training, and results.
1) Monitoring and Review of training: It comprises of weekly
review, quarterly review, monthly review and management
review.
14) Records of Training: It comprises of employees Training records,
Training calendar and Training evaluation.
On-the job training:
The On-the job training is also called as Unit Training. Special
emphasis has been given to systematic on-the-job training for speeding up learning
process and also for meeting the job rotation needs. This was evolved based on a
series of workshops conducted for line managers.
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On-the-Job training/ Unit training model:
Step-1 Define Correct Practice
Step-2 Establish Current Performance
Step-3 Set Target for Improvement
Step-4 prepare the unit manual
Step-7 Asses for competence
Step-8 followup by shift manager
62
Step-5 Establish what need to be assed
and prepare the tests
Step-6 Implement training
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On-the-job training modules have been developed by developing Standard
Operating Practices (SOP), Standard Maintenance Practices (smp), Quality
Management System (QMS), Environment Management System and Occupational
Health and Safety Management System Procedures (OHSMS) in the various areas
of the departments.
Every department is assigned a code. The departments are divided into
different work areas and are codified. Each work area is further divided into units,
which comprise of mechanical, electrical, operation and other maintenance areas,
which are also codified for each units of job. Thus, on-the-job training modules are
developed, codified and computerized.
Every on-the-job training module comprises of job related knowledge, job
related skills to display and a checklist, which enables the controlling officers to
assess the jobholders present competence and knowledge level. Competence of
individuals is assessed once in the three years or whenever the job is changed and
if required, a well planned training is imparted by the on-the-job trainers.
On-the-job training is provided to all the skilled and highly skilled
employees, persons to be trained against each module are identified by the
controlling officer. Individual on-the-job training plans are made in accordance
with the identified needs and training is organized in the departments with the help
of on-the-job trainers. 728 on-the-job training modules have been developed
covering 31 departments. For better understanding of modules, several SOP / SMP
have been translated in Telugu The whole on-the-job training is owned by the linemanagement and conducted with commitment and zeal and the responsibility of
maintaining the records of on-the-job training also rests with the line managers.
OFF-THE-JOB Training:
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The off-the-job training program are those programs that are scheduled in
the Training Calendar. These programs are conducted at T & D. These programs
can be categorized into as follows:
1. Technological and Refresher courses
2. Safety and health related Training
3. Skills development programs
4. Computer based Training
The Refresher Courses help in renewing the knowledge, awareness and
understanding while the Technological courses keep the employees abreast with
development in the respective fields.
The safety and health related training courses bring in continuous awareness
and commitment of employees to the OH&S policy of the organization.
The Skills development programs aim at improving the competence in basic
skills with a multi skill approach.
The Computer based Training familiarizes the employees with newly
developed software and from time to time.
Besides this, the courses are also held sometimes within the departments
(plant) that are specific to the requirement of the needs and importance.
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In Reaction level, feedback from the participants is taken at the end of each
training program and suggestions given by them are considered for improving the
methodology and course contents of the training programs.
In learning level, selected courses pre-tests and post-tests are carried out in
order to measure the learning index.
In Behavior level at the post-training stage, questionnaires are sent to the
controlling officers of the participants after one month of training completion to
obtain feedback about the on-the-job performance of the participants, in case the
feedback is not satisfied, i.e. less than 3 points over a 5 point scale, discussion are
held with respective controlling officers and also participants. Corrective actions
such as retraining of the employees, redesign of the course etc. are taken depending
on the feedback.
Training effectiveness is reviewed by Training Advisory Committees
(TAC) and the committee decisions for improvement are implemented. The result
of the measurement of training effectiveness is given in the diagram from which it
can be seen that improvements have occurred at the levels of evaluation.
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CHAPTER-IV
Data Analysis
And
Interpretation
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1) Have you been briefed by your superior about the training
program prior to your participation.
a) Yes b) No c) Some extent
The following table represents opinions of employees
Options No of
respondents
% of
respondents
Yes
No
Some extent
33
50
17
33%
50%
17%
0
10
20
30
40
50
A B C
Response of
employees in %
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Analysis & Interpretation :
From the above observations proved that around 50%of the
employees felt that they have not been brifed by their superior about
the training program prior to their participation .
There should be a system of pre talk on the subject matter of training
through the superior before the employees are sent to training
program.
Inference:
From the above analysis, it is quite evident that supervisors have not
discharged their responsibility of briefing about the training program as per
opinion of majority of the respondents.
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2) What motivated you to attend the training program?
a) To update Job knowledge. b) To enhance skills.
c) To contribute more on the Job. d) Because I was asked to attend.
The following table represents opinions of employees
Options No of
respondents
% of
respondents
To update
job
knowledge
To enhance
skills
To contributemore on the
job
Because I
was asked to
attend.
23
16
48
13
23%
16%
48%
13%
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0
10
20
30
40
50
A B C D
Response of employeesin %
Analysis & Interpretation:
The above observations proved that around 48% of the employees felt that theyare motivated to attend the training programs in order to contribute more on the
job.
Inference:
From the above graph, we observed that 48% of the people to update the job
knowledge and 23% of the people to enhance skills in the training program.
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3) To what extent your expectations on training programs are have
been met?
a)To some extent b)To the extent possible
c)To the full extent d)Not at all.
The following table represents opinions of employees
Options No of respondents
% ofrespondents
To some
extent
To the extent
possible
To the full
extent.
Not at all
.
10
45
25
20
10%
45%
25%
20%
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Analysis & Interpretation:
The above observations proved that 45% of the employees felt that their
expectation on the training program as been met to some possible extent & 41%felt that their expectation is reached only to some extent on the training program.
Importance must be given to notice the learning points of the employee like
Brainstorming, case study, skill games etc.
Inference:
From the above graph, we observed that 45% of employees expectations on
training program have been met and the minimum of 10% of employees are some
extent expectations on training program.
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4) What were the reasons for you to be nominated for the training course?
a) General Policy of the Company.
b) Set by the company for the preparation of higher responsibility.
c) By Virtue of Seniority you need to be trained before promotion.
d) Others (please specify).
The following table represents opinions of employees
Options No of
respondents
% of
respondent
s
General policy of the
company.
Set by the company for
the preparation of
higher responsibility.
By virtue of seniority
you need to be trained
before promotion.
Others (please specify)
53
41
5
1
53%
41%
5%
1%
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0
10
20
30
40
50
60
A B C D
Response ofemployees in %
Analysis &Interpretation:The above observations proved that 53% of the employees felt that they
have been nominated to the training programs by the general policy of the
company. 1% of the executives felt that they have been nominated to get
awareness of the training program.
Inference:
Here we observed the above graph, 53% of employees nominated for
the training course on general policy of the company, the minimum of 1% people
give a chance to others in the training course.
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5) Please indicate your level of satisfaction with the learning environment
in CAPOL DIVISON?
Class Room arrangement:
a) Low b) fair c) Good d) Excellent
The following table represents opinions of employees
Options No of
respondents
% of
respondents
Low
Fair
Good
Excellent
9
13
37
21
9%
13%
37%
21%
0
10
20
30
40
50
60
A B C D
Response of
employees in %
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Analysis &Interpretation:Form the above observation 9% of the employees felt that the level of
satisfaction with learning environment in CAPOL is low, 13% of them felt that it
is fair, 57% of them felt that it is good and 21% them felt that it is excellent.
Inference:
Here we observed the above graph, 57% of employees and their level of
satisfaction with the learning environment in capol division on class room
arrangement and the minimum of 9% people response is low.
.
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6) Please indicate your level of satisfaction with the learning?
Environment in CAPOL DIVISON?
Practical facilities/Hands on practice:
a)Low b)Fair c)Good d)Excellent
The following table represents opinions of employees
Options No of respondents
% ofrespondents
Low
Fair
Good
Excellent
12
31
35
22
12%
31%
35%
22%
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Analysis & Interpretation :
From above observation proved that 35% of the employees felt
that the level of satisfaction with learning in CAPOL is good&12% of
them felt that they are low .
Inference:
Here we observed the above graph 35% of employees and their
level of satisfaction with the learning environment in capol division onpractical facilities/hands on practice are good and 12% people response
is minimum.
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7) Please indicate the level of satisfaction with the learning
Environment in CAPOL DIVISON?
Performance of faculty
a)Low b)Fair c)Good d)Excellent
The following table represents opinions of employees
Options No of
respondents
% of
respondents
Low
Fair
Good
Excellent
9
30
43
18
9%
30%
43%
18%
:
Analysis & Interpretation:
79
0
5
10
1520
25
30
35
4045
RESPONSE OF EMPLOYEES IN
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From above observation proved that 43% of the employees felt that
the level of satisfaction with the learning in CAPOL is good &9% of
them they are low.
Inference:
Here we observed the above graph 43% people response is
maximum and their level of satisfaction with the learning environment
in capol division on the performance of faculty are good, and 9% people
response is minimum.
8) Please indicate the level of satisfaction with the learning
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Environment in CAPOL DIVISON ?
Effectiveness of Audio visuals:
a)Low b)Fair c)Good d)Excellent
The following table represents opinions of employees
Options No of
respondents
% of
respondents
Low
Fair
Good
Excellent
12
31
35
22
12%
31%
35%
22%
Analysis & Interpretation:
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From the above observation proved that 35% of the employees felt
that the level of satisfaction with the learning in CAPOL is good &12%
of them felt that it is low.
Inference:
Here we observed the above graph the 35% people response is
maximum and their level of satisfaction with the learning environment
in capol division on effectiveness of audiovisuals are good and the 12%
of employee response is minimum.
9) Please indicate the level of satisfaction with the learning
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environment in CAPOL DIVISON ?
Usefulness of course material:
a)Low b)Fair c)Good d)Excellent
The following table represents opinions of employees
Options No of
respondents
% of
respondents
Low
Fair
Good
Excellent
7
31
42
20
7%
31%
42%
20%
Analysis & Interpretation:
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From the above observation 42% of the employees felt that the
level of satisfaction with learning environment in CAPOL is good&7%
of them felt that it is low .
Inference:
Here we observed that the above graph, 42% people response
is maximum and their level of satisfaction with the learning environment
in capol division on the usefulness of course material are good and
remaining 7% people response is minimum.
10) Will the pre-training and post-training tests influence the learning?
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a) To some extent b)To the extent possible
c) To full extent d) Not at all.
The following table represents opinions of employees
Options No of
respondents
% of
respondents
To some
extent
To the extent
possible
To full extent
Not at all
48
27
20
5
48%
27%
20%
5%
0
10
20
30
40
50
A B C D
Response of employeesin %
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Analysis & Interpretation:
The above observation proved that 48% of theemployees felt that pre & post
tests influence their learning to some extent & 5% of the executives felt that there
test do not have any influence on their learning.
Management must notice the learning points of each & every employees before
and after the training programs.
Inference:
Here we observed the above graph 48% of employees are the pre-training
and post-training tests influences the learning is some extent . The minimum of 5%
people are do not influenced the learning.
11) What is your opinion on effectiveness of methodologies being
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Adopted in the training programs at CAPOL DIVISION?
a)Low b)Fair c)Good d)Excellent
The following table represents opinions of employees
Options No of
respondents
% of
respondents
Low
Fair
Good
Excellent
2
20
70
8
2%
20%
70%
8%
0
10
20
30
40
50
60
70
A B C D
Response of
employees in %
Analysis & Interpretation:
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The above observations proved that 70% of the employees felt that the
methodologies being adopted in the training program are good & only 2% felt that
they are low. The methods can be drawn out ascertain the training needs of
employees so as to plan for such training programs to the relevant employees for
their benefits.
Ex: On the job training, computer based training simulation etc.
Inference:
Here we observed the above graph 70% of employees are
effectiveness of methodologies being adopted in the training program is
good. The remaining 2% people response is minimum in the training
program.
12) Do you feel the training received by you in useful in present job?
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a) Yes b) No c) To some extent
The following table represents opinions of employees
Options No of
respondents
% of
respondents
Yes
No
To some
extent
75
0
25
75%
0%
25%
0
10
20
30
40
50
60
70
80
A B C
Response ofemployees in %
Analysis & Interpretation:
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The above observations proved that 75% of the employees felt that the
training received by them is useful in their job & 25% felt that the training received
by them to useful to some extent.
Not even a single employee felt the training received by them is not useful in their
present job.
Inference:
Here we observed the above graph 75% of employees are agreed that the
training is the most important aspect in their present job.
.
13) Are you getting a chance to implement the training program on the job?
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a)Yes b)No
The following table represents opinions of employees
Options No of
respondents
% of
respondents
Yes
No
90
10
90%
10%
0
20
40
60
80
100
A B
Response of employees in
%
Analysis & Interpretation:
The above observation proved that 90% of the employees felt that they are
getting a chance to implement the training received by them on the jobs & only
10% felt that they are not getting a chance to implement the training on the job.
Inference:
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Here we observed the above graph, maximum of 90% employees are agreed
to implement the training program on the job. And the minimum of 10% people are
not getting a chance to implement the training on the job.
14) Are you satisfied with the duration of the program?
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a) Yes b) No c) To some extent
The following table represents opinions of employees
Options No of
respondents
% of
respondents
Yes
No
To some
extent
71
9
20
71%
9%
20%
0
10
20
30
40
50
60
70
80
A B C
Response of
employees in %
Analysis & Interpretation:
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The above observations proved that 71% of the employees felt that the
duration of training program is sufficient & only 9% felt that the duration of
training program is not sufficient.
Inference:
Here we observed the above graph, the maximum of 71% employees are
fully satisfied with the duration of the program. And the minimum of 9% people
are not satisfied the training program.
15) Do you believe that the attitude of the employees towards work will
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Change after the training programs?
a) To some extent b) To the extent possible
c) To full extent d) Not at all
The following table represents opinions of employees
Options No of
respondents
% of
respondents
To some
extent
To the extent
possible
To full extent
Not at all
52
39
9
0
52%
39%
9%
0%
0
10
20
30
40
50
60
A B C D
Response of
employees in %
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Analysis & Interpretation:
The above observations proved that 52% of the employees felt that the
training programs bring about a attitudinal change is the employees towards their
job only to some extent a not even a single employee felt that the training
programs will not bring any change.
Inference:
Here the above analysis the maximum of 52% employees are believed the
attitude towards their job only to some extent, and a single employee felt that theyare not believed the attitude towards their job.
16) Will the training programs contribute towards safe work environment?
a)Yes b)No
The following table represents opinions of employees
96
Options No of
respondents
% of
respondents
Yes
No
95
5
95%
5%
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Analysis & Interpretation:
The above observations proved that 95% of the employees felt that the
training programs contribute towards the safe works environment & 5% felt thatthey do not contribute towards safe work environment.
Safe work environment include the training programs and the methodologies used
which provide a safe & hazardless environment
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Inference:
Here we observed the above graph the maximum of 95% employees are
agreed towards the safe work environment. And the minimum of 5% people are
not agreed towards the safe work environment.
17) Do you feel that the training program contribute to better performance of the
equipment / plant by reducing maintenance costs and breakdowns?
a) To some extent b) To the extent possible
c )To full c extent d) not at all
The following table represents opinions of employees
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options No of
respondents
% of
respondents
To some
extent
To the extent
possible
To full extent
Not at all
52
36
12
0
52%
36%
12%
0%
0
10
20
30
40
50
60
A B C D
Response of employees
in %
Analysis & Interpretation:
The above observations proved that 52% of employees felt that training
program contribute to better performance of equipment by reducing maintenance
costs & breakdowns to some extent.
Inference:
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Here we observed the graph 52% of employees are agreed to better
performance of the equipment.
18) How do you feel after the training program?
a) Feeling high responsibility
b) Getting more recognition
c) Able to gain better performance
d) Others
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The following table represents opinions of employees
Options No of respondents
% ofrespondents
Feeling high
responsibity
Getting more
recognition
Able to gain
better
performance
Others
18
7
75
0
18%
7%
75%
0%
0
10
20
30
40
5060
70
80
A B C D
Response ofemployees in %
Analysis & Interpretation:
The above observations proved that 75% of employees felt that the
training will improve in better performance. No one agreed that the training may
give any recognition.
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Inference:
We observed the above analysis 75% people are able to gain better
performance after the training program.
CHAPTER-V
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FINDINGS
FINDINGS
Having made analysis and interpretation of the data both primary and secondary
data gathered by me, I have apparently decided to present the findings pertaining to
this study here under, which will form an integral part of this study.
From the sample the study reveals that training helps to improve the skills and
knowledge
1. Most of the respondents felt that they have not been briefed by their
superior about the training program prior to their participation
2. From the sample the study reveals that training helps to improve the
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skills and knowledge
3. It was observed that most of the employees felt that their expectation
on the training program has been met to some possible extent
4. Most of the employees felt that they have been nominated to the training
programs by the general policy of the company
5. 40% of respondents says that satisfaction on the behavioral training
program is excellent.
6. 48% of the employees felt that pre & post tests influence their
learning to some extent only
7. 40% of respondents felt that company has been providing the training
program at right time.
8. 50% of employees felt that their organization maintaining good
Employee Employer relationship.
9. 47% of respondents want more safety training program more from
the organization
10. It was found that relevant material was provided for them during
training program
11. 43% of respondents agreed that T&D Program improve the
performance on the job .Employee.
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