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TRAINING REPORT

ON

USE OF INDUCTION TRAINING FOR RETENTION OFEMPLOYEE

Submitted to

MAHARSHI DAYANAND UNIVERSITY, ROHTAK

In partial fulfillment of the requirements

for the award of the degree of

MASTERS OF BUSINESS ADMINISTRATION

(INDUSTRY INTEGRATED)

(IV th SEMESTER)

Submitted by

HARSHIT GUPTA

Regn No.1073901480

Roll No.1090210227

Algol School Of Management & Technology

http://www.mdurohtak.ac.in/index.html

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CERTIFICATE

This is to certify that Harshit Gupta, a student of Maharshi Dayanand

University, Rohtak, has prepared his project report titled USE OF

INDUCTION PROGRAMME under my guidance. He has fulfilled all

requirements leading to award of the degree of MBA (Industry Integrated). This

report is the record of training undertaken by his and no part of it has beensubmitted to any other University or Educational Institution for award of any

other degree/diploma/fellowship or similar titles or prizes.

I wish her all the success in life.

Ms.Seema Sangwan

Assistant professor

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ACKNOWLEDGEMENT

Gratitude is the hardest of emotions and often one does not find an adequate

word to convey what one feels.

Planning and motivation are two key factors in making any activity a

success. Goal achievement is a result of a group effort rather than

individual effort. It has been same in the case of this report. The

cooperation and support of many individuals has made this project asuccess.

I wish to express my sincere thanks to Ms.Seema Sangwan . Her keen interest,

timely, constant encouragement and generous cooperation gave me confidence

and strength to progress. Her valuable advice, constructive criticism and

suggestion during course of my study really helped me a lot. I also thank Mr.

SANDEEP GANDHI, Principle of Algol School of Management and

Technology for providing me the opportunity to work for this project, which

was an excellent learning experience for me.

I am also thankful to all the employees working in the school for

their continuous help and advice at different times.

Specially, I am thankful to my parents and God for their blessings and showing me the right way at all moments.

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CONTENTS

S. NO. TOPIC PAGE

NO.

1.

2.

3.

4.

CHAPTER 1: INTRODUCTION

1.1 General introduction about the sector

1.2 Industry Profile

a. Origin and development of the industry

b. Growth and present status of the industry

CHAPTER 2: PROFILE OF THE ORGANISATION

2.1 Origin of the organisation

2.2 Growth and development of the organisation

2.3 Present status of the organisation

2.4 Functional departments of the organisation

2.5 Organisation structure-and organisation chart

2.6 Product and service profile of the organisation/competitors

2.7 Market profile of the organisation

CHAPTER 3: DISCUSSIONS ON TRAINING

3.1 Students work profile(Roles and responsibilities), tools and

techniques used

3.2 Key learnings

CHAPTER 4: STUDY OF SELECTED RESEARCH PROBLEM

4.1 Statement of research problem

4.2 Statement of research objectives

4.3 Research design and methodology

7

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5.

6.

7.

8.

CHAPTER 5: ANALYSIS

5.1 Analysis of data

5.2 Summary of findings

CHAPTER 6: SUMMARY AND CONCLUSIONS

6.1 Summary of learnings experience

6.2 Conclusions and recommendations

APPENDIX

BIBLIOGRAPHY

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CHAPTER 1: INTRODUCTION

1.1 GENERAL INTRODUCTION ABOUT THE

SECTOR:Education sector

The Constitution of India is the ultimate document which guides State policy in all sectors,

including Education. Details of provisions contained in the Constitution, which have a

bearing on Education, have been listed on this website under the caption Constitutional

Provisions . Their more important features are:

Provision of free and compulsory education to all children up to the age of fourteenyears.

Education, in general, is the concurrent responsibility of the Union and the States.

However, (a) coordination and determination of standards in higher and technical education,

and (b) institutions declared by Parliament by law to be institutions of national importance

are the responsibility of the Union.

Local authorities (Panchayats and Municipalities) are to be assigned a suitable role ineducation (especially School, Adult and Non-Formal Education) through individual

State legislations.

State Governments and Local Authorities are expected to provide facilities for

instruction in the mother tongue at the primary stage of education.

Education in India is provided by the public sector as well as the private sector, with control

and funding coming from three levels: federal, state, and local. Child education

is compulsory. The Nalanda University was the oldest university-system of education in the

world. Western education became ingrained into Indian society with the establishment of

the British Raj.

Education in India falls under the control of both the Union Government and the states, with

some responsibilities lying with the Union and the states having autonomy for others. The

various articles of the Indian Constitution provide for education as a fundamental right. Most

universities in India are Union or State Government controlled.

http://en.wikipedia.org/wiki/Public_sectorhttp://en.wikipedia.org/wiki/Private_sectorhttp://en.wikipedia.org/wiki/Government_of_Indiahttp://en.wikipedia.org/wiki/State_governmenthttp://en.wikipedia.org/wiki/Local_governmenthttp://en.wikipedia.org/wiki/Compulsory_educationhttp://en.wikipedia.org/wiki/Nalanda_Universityhttp://en.wikipedia.org/wiki/British_Rajhttp://en.wikipedia.org/wiki/Republic_of_Indiahttp://en.wikipedia.org/wiki/Government_of_Indiahttp://en.wikipedia.org/wiki/States_and_Territories_of_Indiahttp://en.wikipedia.org/wiki/Indian_Constitutionhttp://en.wikipedia.org/wiki/Indian_Constitutionhttp://en.wikipedia.org/wiki/States_and_Territories_of_Indiahttp://en.wikipedia.org/wiki/Government_of_Indiahttp://en.wikipedia.org/wiki/Republic_of_Indiahttp://en.wikipedia.org/wiki/British_Rajhttp://en.wikipedia.org/wiki/Nalanda_Universityhttp://en.wikipedia.org/wiki/Compulsory_educationhttp://en.wikipedia.org/wiki/Local_governmenthttp://en.wikipedia.org/wiki/State_governmenthttp://en.wikipedia.org/wiki/Government_of_Indiahttp://en.wikipedia.org/wiki/Private_sectorhttp://en.wikipedia.org/wiki/Public_sector

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India has made progress in terms of increasing primary education attendance rate and

expanding literacy to approximately two thirds of the population. India's improved education

system is often cited as one of the main contributors to the economic rise of India. Much of

the progress especially in Higher education, Scientific research has been credited to various

public institutions. The private education market in India is merely 5% although in terms of

value is estimated to be worth $40 billion in 2008 and will increase to $68 billion by 2012.

However, India continues to face stern challenges. Despite growing investment in education,

25% of its population is still illiterate; only 15% of Indian students reach high school, and

just 7% graduate. As of 2008, India's post-secondary high schools offer only enough seats for

7% of India's college-age population, 25% of teaching positions nationwide are vacant, and

57% of college professors lack either a master's or PhD degree.

As of 2007, there are 1522 degree-granting engineering colleges in India with an annual

student intake of 582,000 plus 1,244 polytechnics with an annual intake of 265,000.

However, these institutions face shortage of faculty and concerns have been raised over the

quality of education.

1.2 INDUSTRY PROFILE

Primary education

The Indian government lays emphasis to primary education up to the age of fourteen years

(referred to as Elementary Education in India.) The Indian government has also banned child

labour in order to ensure that the children do not enter unsafe working conditions. However,

both free education and the ban on child labour are difficult to enforce due to economic

disparity and social conditions. 80% of all recognized schools at the Elementary Stage aregovernment run or supported, making it the largest provider of education in the Country.

This primary education scheme has also shown a high Gross Enrollment Ratio of 93 95%

for the last three years in some states. Significant improvement in staffing and enrollment of

girls has also been made as a part of this scheme. The current scheme for universalization of

Education for All is the Sarva Shiksha Abhiyan which is one of the largest education

initiatives in the world. Enrollment has been enhanced, but the levels of quality remain low.

http://en.wikipedia.org/wiki/Primary_educationhttp://en.wikipedia.org/wiki/Literacy_in_Indiahttp://en.wikipedia.org/wiki/Economic_development_in_Indiahttp://en.wikipedia.org/wiki/Primary_educationhttp://en.wikipedia.org/wiki/Sarva_Shiksha_Abhiyanhttp://en.wikipedia.org/wiki/Sarva_Shiksha_Abhiyanhttp://en.wikipedia.org/wiki/Primary_educationhttp://en.wikipedia.org/wiki/Economic_development_in_Indiahttp://en.wikipedia.org/wiki/Literacy_in_Indiahttp://en.wikipedia.org/wiki/Primary_education

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Secondary education

Secondary education covers children 14 18 which covers 88.5 million children according to

the Census, 2001. However, enrolment figures show that only 31 million of these children

were attending schools in 2001 02, which means that two-third of the population remainedout of school.

A significant feature of India's secondary school system is the emphasis on inclusion of the

disadvantaged sections of the society. Professionals from established institutes are often

called to support in vocational training. Another feature of India's secondary school system is

its emphasis on profession based vocational training to help students attain skills for finding a

vocation of his/her choosing. A significant new feature has been the extension of SSA to

secondary education in the form of the Madhyamik Shiksha Abhiyan.

Another notable special programme, the Kendriya Vidyalaya project, was started for the

employees of the central government of India, who are distributed throughout the country.

The government started the Kendriya Vidyalaya project in 1965 to provide uniform education

in institutions following the same syllabus at the same pace regardless of the location to

which the employee's family has been transferred.

Higher education

India's higher education system is the third largest in the world, after China and the United

States. The main governing body at the tertiary level is the University Grants Commission

(India), which enforces its standards, advises the government, and helps coordinate between

the center and the state. Accreditation for higher learning is overseen by 12 autonomous

institutions established by the University Grants Commission.

As of 2009, India has 20 central universities, 215 state universities, 100 deemed universities,

5 institutions established and functioning under the State Act, and 13 institutes which are of

national importance. Other institutions include 16000 colleges, including 1800 exclusive

women's colleges, functioning under these universities and institutions. The emphasis in the

tertiary level of education lies on science and technology. Indian educational institutions by

2004 consisted of a large number of technology institutes. Distance learning is also a feature

of the Indian higher education system.

http://en.wikipedia.org/wiki/Secondary_schoolhttp://en.wikipedia.org/wiki/Kendriya_Vidyalayahttp://en.wikipedia.org/wiki/Kendriya_Vidyalayahttp://en.wikipedia.org/wiki/Kendriya_Vidyalayahttp://en.wikipedia.org/wiki/Chinahttp://en.wikipedia.org/wiki/United_Stateshttp://en.wikipedia.org/wiki/United_Stateshttp://en.wikipedia.org/wiki/University_Grants_Commission_(India)http://en.wikipedia.org/wiki/University_Grants_Commission_(India)http://en.wikipedia.org/wiki/University_Grants_Commission_(India)http://en.wikipedia.org/wiki/University_Grants_Commission_(India)http://en.wikipedia.org/wiki/University_Grants_Commission_(India)http://en.wikipedia.org/wiki/University_Grants_Commission_(India)http://en.wikipedia.org/wiki/United_Stateshttp://en.wikipedia.org/wiki/United_Stateshttp://en.wikipedia.org/wiki/Chinahttp://en.wikipedia.org/wiki/Kendriya_Vidyalayahttp://en.wikipedia.org/wiki/Secondary_school

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Regulatory authorities like UGC and AICTE have been trying very hard to extirpate the

menace of private universities which are running courses without any affiliation or

recognition. Students from rural and semi urban background often fall victim to these

institutes and colleges.

Three Indian universities were listed in the Times Higher Education list of the worlds top

200 universities Indian Institutes of Technology, Indian Institutes of Management,

and Jawaharlal Nehru University in 2005 and 2006. Six Indian Institutes of Technology and

the Birla Institute of Technology and Science Pilani were listed among the top 20 science

and technology schools in Asia by Asia week . The Indian School of Business situated

in Hyderabad was ranked number 12 in global MBA rankings by the Financial Times of

London in 2010 while the All India Institute of Medical Sciences has been recognized as aglobal leader in medical research and treatment.

http://en.wikipedia.org/wiki/Times_Higher_Educationhttp://en.wikipedia.org/wiki/Indian_Institutes_of_Technologyhttp://en.wikipedia.org/wiki/Indian_Institutes_of_Managementhttp://en.wikipedia.org/wiki/Jawaharlal_Nehru_Universityhttp://en.wikipedia.org/wiki/Birla_Institute_of_Technology_and_Sciencehttp://en.wikipedia.org/wiki/Asiaweekhttp://en.wikipedia.org/wiki/Asiaweekhttp://en.wikipedia.org/wiki/Indian_School_of_Businesshttp://en.wikipedia.org/wiki/Hyderabad,_Andhra_Pradeshhttp://en.wikipedia.org/wiki/Financial_Timeshttp://en.wikipedia.org/wiki/Financial_Timeshttp://en.wikipedia.org/wiki/Financial_Timeshttp://en.wikipedia.org/wiki/All_India_Institute_of_Medical_Scienceshttp://en.wikipedia.org/wiki/All_India_Institute_of_Medical_Scienceshttp://en.wikipedia.org/wiki/Financial_Timeshttp://en.wikipedia.org/wiki/Hyderabad,_Andhra_Pradeshhttp://en.wikipedia.org/wiki/Indian_School_of_Businesshttp://en.wikipedia.org/wiki/Asiaweekhttp://en.wikipedia.org/wiki/Birla_Institute_of_Technology_and_Sciencehttp://en.wikipedia.org/wiki/Jawaharlal_Nehru_Universityhttp://en.wikipedia.org/wiki/Indian_Institutes_of_Managementhttp://en.wikipedia.org/wiki/Indian_Institutes_of_Technologyhttp://en.wikipedia.org/wiki/Times_Higher_Education

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CHAPTER 2

PROFILE OF THE ORGANISATION2.1 Origin of Organization

Algol School of Management & Technology is promoted & managed by Algol Research

Foundation Trust . The Trust members are academicians and professionals with almost two

decades of experience in higher education in India & abroad.

It was started in 2007 in gurgaon but it is a branch of Algol Research Foundation with these

facilities

We have a large 23 acres sprawling campus out of which 06 acres is converted into

Institutional land . In terms of Infrastructure we are an ultramodern International campus

with world class facilities & student services. Campus highlights are :

1. Land & Building We are located in a large 23 acres wi-fi campus surrounded by

greenery. Building is designed & developed with the objective of providing aesthetic

& learning atmosphere to the students and staff members. Class-rooms & Labs are

airy and spacious.

2. Labs Labs are well equipped with computers & equipments which are not only

latest but have provision for up-gradation as and when required.

3. Technology Latest Technology is used in the labs and other places. Computer &

Internet Facility is through Wi Fi a technology much better than Wireless with 512

Kbps Broad Band Connection later to be upgraded to Leased Line when the usage

required. A website with special section for student contents downloads & Interaction

as well as for the Faculty members. An e-mail management system with individual e

mail ids for the students . Electronic Information Boards & latest Software is being

used.

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4. Library The traditional library is ready with wide range of Books and Journals.

Book bank facility is also provided to students cutting down the cost of books for the

students. A digital library cum Multimedia Knowledge Room is under construction

where the students and staff will have the access to National & International

multimedia content in various areas of management, engineering & other curricular /

extra curricular areas.

5. Class Rooms All Class rooms are provided with Multimedia teaching aids with

Projection facilities.

6. Interactive Center Well designed impressive seminar room for students interactive

activities like Group Discussions, Visiting faculty lectures , Seminars etc.

7. Hostel Furnished, Spacious, Air-conditioned & Non Air-Conditioned hostel rooms

separate for Girls and Boys with attached Bathrooms & Toilets . Each room is

provided with bed, study table & storage space.

8. Canteen General refreshment with hygienic items are provided in the Spacious

Campus Canteen.

9. Medical Facility A two bedded general medical & first-aid facility is provided

along with a weekly and Quarterly medical check up.

10. Power back up Two Generators (20 KVA & 65 KVA), UPS are installed for

uninterrupted power supply.

11. Other Facilities at the campus are :-

A large and well maintained garden surrounds the whole campus.

Ample parking space for students, staff and visitors. Transport facility for within NCR. Recreation Rooms Indoor games for students. Gymnasium & Outdoor games facilities are under construction. Library & Computer Lab remain s open till 12 O clock at night. Electronic Information boards and P A Systems are Installed.

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VISION Aspiring for holistic academic excellence and to be a global center to develop

budding professionals ready for Industry.

MISSION Developing professionals to cater the needs of global economy by inculcating

them with the domains of customized & standardized quality knowledge and Industry

oriented valuable skills following the philosophy of Industry Integration.

LOCATION Algol School of Management & Technology is located at Gurgaon City.

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2.2 GROWTH AND DEVELOPMENT OF THE ORGANISATION

Algol School of Technology is managed by Algol Research Foundation and it is a branch of

Algol Business Foundation.

Algol Research Foundation Trust

Algol Research Foundation Trust is now in the 12 th year of its academic excellence. The trust

members are academicians & seasoned professionals with experience in higher education in

India & abroad.

It was conceived in year 1996 by group of young , self motivated and dedicated professionals

with main aim of providing the right guidance, training and development of students intolivewire, dynamic professionals, that too at the most affordable fee structure.

With this motive in mind ARFT overcame the initial teething problems of acceptance and

gradually grew into the management and computer education field in NCR to create niche of

its own. Today it provides various courses in Management & Engineering.

Algol Business System

Algol Business System Pvt Ltd. A decade old organization is a consultancy company. In thearea of education, distance education, corporate training & placement in India & abroad.

We believe that quality, trust and commitment are the part of every construction project and

our employees who are dedicated to meeting our commitment and give back to the

communities in which they live & work have not let down our beliefs.

In the starting it has it tie ups with 2 Indian Universities such as

Madurai Kamraj University.

Maharshi Dayanand University

University of Regina, Canada.

But now it has a new collaboration with Sterling University, UK

And London School of Business and management, UK for the student exchange program

for one semester.

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Al gol Retail School

Algol Retai l School is a lso a part of Algol School of technology.

Algol Retail School (ARS) is a new venture of Algol Research Foundation Trust (ARFT). It

has been launched by ARST in the year 2008. Trust has launched this new venture that is

Algol Retail School, by keeping in mind the growth of Retail Industry in India and to meet

the growing demand of retail professionals that are required by the Retail Industry. Though

ARS is in its introductory stage, all the associated members of ARS are working very hard to

take ARS to the new heights and get ARS known as the most popular and prestigious name inthe field of retail education in the NCR as well as on the national level.

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2.3 PRESENT STATUS OF THE ORGANISATION

Algol School of Technology is ranked 3rd in Gurgaon, 6th in Haryana & 15th in the Region by

GHRDC B-Schools Survey .

Academic linkages

Maharshi Dayanand University (MDU), Rohtak.

Maharishi Markandeshwar University, Mulana Brock University, Ontario State, Canada. University of Regina, Regina, Canada University of Sterling , UK

Features of MDU --

Renowned University of North India Established in 1976. U.G.C. and A.I.C.T.E. approved university. Ranked * * * * B++ University Accredited by N.A.A.C.

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Courses offered by MDU

BBA (Industry Integrated) from Maharishi Markandeshwar University.

o Specializations

Sales & Marketing

Financial Services & Banking

Retail Management

Insurance

Information Technology

MBA (Industry Integrated) Maharishi Markandeshwar University

o Specializations

Sales & Marketing

Financial Services & Banking

Retail Management

Insurance

Information Technology

What Industry Integrated is Industry Integration is the unique aspect of these programmes

which not only differentiates our programmes from all others but its beneficial for students as

well as the Industry. This concept is different from traditional management education.

To understand Industry Integration let us understand the TRADITIONAL Management

qualification.

In traditional management qualification at under graduate or post graduate level the typical

set up would consist of a regular college having infrastructure & facilities . There will be

class room teaching as per the curriculum, regular test, personality development & other

facilities.

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What is lacking in a traditional setup is limited Industry Interface of only two months

summer training in an Industry and hence once the student passes out from the college &

joins an Industry. However he has almost nil or limited Industry experience, he learns on the

job and while learning he struggles to understand organization, procedures, application of

known management concepts and then looks forward for growth after 2 to 3 years. On the

other hand Industry has to deal with a fresh recruit who has no knowledge about the Industry

apart from what he has learnt in text books. In the absence of structured induction & training

department & everyone busy with his / her job it takes a much longer time to train a person,

make him comfortable & start getting output from them.

On the contrary in this education system where a student after learning basic management

concepts takes up training in an Industry of its desired specialization for 3-4 days in a week

as a regular employee under the guidance of an Internal guide from the Institute & an

External guide from the Industry. In this system they are able to apply class-room knowledge

at work place and can discuss work place situations with other students can also seeks

solutions of the same with their faculty.

The net result is a perfect integration of class room learning with the work place performance

leading to a roughly two & half years experience in case of Under Graduate Programmes &

one & half years experience in case of Post Graduation Programmes.

It is a win-win situation where a graduate or post graduate does not approach to Industry only

with the degree or diploma but with relevant Industry experience by peeling off the fresher

tag. He / she is also in a position to demand higher salaries than their traditional Management

qualified colleagues that leads to faster growth and achievements of personal & organization

objectives.

Never the less, its a win-win situation for organization also as the organization receives a

management qualified, trained & experienced candidate who requires less or almost no time

to settle in the job & who would start giving output or contribution to the organization much

faster or almost instantaneously thus achieving departmental & organization objectives.

This is what makes us different from all other Institutions in the Country.

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Brock University, Canada

Algol School of Technology is the only off shore campus of Brock University

(Canada) in Asia.

Courses offered by Brock Universi ty

Bachelor honors degree in Biotechnology. Bachelor honors degree in Computer Science. Bachelor honors degree in Computing & Business. Bachelor honors degree in Computing & Network.

Bachelor honors degree in Computing & Solid State Technology.

Universi ty of Regina, Canada

Algol School of Technology is col laborated with Universi ty of Regina

(Canada) in 2+2 pat tern.

Courses offered by Universi ty of Regina

Diploma in Computer Applicat ions in leading to

Bachelor of Honors in Computer Science.

In this course student wil l get 4 year degree from Universi ty of Regin a in

addi t ion with Diploma in Computer Applicat ions, provided by Algol School

of Technology.

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2.4 Functional Department of the Organization.

1. Administration Department.

This department is required because this is an educational institute which main aim isto give the higher education to the students and in all the member of this department

equally take part to carry out this activities.

This department includes

Principle Dean Academic Teachers

All the people decide about the classes schedule and examination schedule of the

students. This department is very important be because in the education field students

are the king and their future is dependent on the institute activities. There are well

qualified staff is resurrected for this department.

2. Marketing Department.

This department is also very important because only the marketing people introduce

the institute among the people. They come to know about the institute. This

departments main aim is to collect the students for the institute

This is divided in two section

1. Domestic Marketing Department

This department take care of the admission of the Indian students

Maharishi Dayanand University, Rohtak. Maharishi Markandeshwar University, Mulana

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2 . International Marketing Department

This department take of the student who has taken admission in the abroad study

because Algol School of Technology has tei up with the some foreign universities.

These universities are

Brock University, Ontario State, Canada. University of Regina, Canada

3. Finance Department

Finance department is very important to take care of the fees of the students and all

the transitory activities.

4. Placement DepartmentPlacement Department is required because algol school of technology is providing an

Industrial Integrated course in which students have to go to the OJT.

It is mandatory for all the students to undergo On the Job Training except Brock University

courses. This OJT is conducted in the desired area of specialization in an Industry or

Commercial establishment or a Company. OJT at Algol School of Management &

Technology is a serious affair where a student's performance is monitored on periodic basis

by providing a linkage via Internal guide which is generally their faculty members or the

Training & Placement Officer. On the other hand an external guide is also appointed who is

generally the immediate superior of the candidate. The Internal guide keeps in touch with the

External guide & the student and present the monthly report to the management. These

reports are then discussed in the academic councils for deficiencies & removal of

deficiencies. Students are motivated to keep code of conduct at the OJT site.

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2.5 Organizational Structure and Organizational Chart

Program

Coordinator

International

MarketingDomestic

Marketing

Trusties

Director Director

International

PrincipalDean

Academic

Program

Coordinator

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2.6 Products of the Competitor Organizations

All graduates or undergraduates programs and managements programs or the programs which

are here for two or two year in foreign Universities. Like

MBA MCA M.Sc M.A BBA

BCA B.Sc B.A

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2.7 Market Profile of the Organization,

Algol School of Technology is running under a trust Algol Research Foundation Trust which provide the education consultancy to Universities for past 12 years.

Algol School of Technology is ranked 3rd in Gurgaon,6th in Haryana & 15th in the Region

by GHRDC B-Schools Survey. It is the only institute in the north India to provide Industry

Integrated course and this their USP. Whereas people of this college are introducing new

designed syllabus and soft skills training. It was conceived in year 2007 by group of young ,

self motivated and dedicated professionals with main aim of providing the right guidance,

training and development of students into livewire, dynamic professionals, that too at the

most affordable fee structure. We believe that quality, trust and commitment are the part of

every construction project and our employees who are dedicated to meeting our commitment

and give back to the communities in which they live & work have not let down our beliefs.

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CHAPTER 3 : DISCUSSION ON TRAINING

3.1 -Student Work Profile

Task: Use of induction programme.

Identifying, collecting, contrasting and comparing the information from the reliable sources

as far as possible.

Task: Analysing the trends of induction program.

: Study of employees perspectives

3.2-KEY LEARNINGS

An induction programme is an important process for bringing staff into an organisation. It provides an introduction to the working environment and the set-up of the employee withinthe organisation. The process will cover the employer and employee rights and the terms andconditions of employment. As a priority the induction programme must coverany requirements for working at the company and pay attention to the health and safety of the

new employee.An induction programme is part of an organisations knowledge management process and isintended to enable the new starter to become a useful, integrated member of the team, ratherthan being "thrown in at the deep end" without understanding how to do their job, or howtheir role fits in with the rest of the company.

Good induction programmes can increase productivity and reduce short-term turnover ofstaff. These programs can also play a critical role under the socialization to the organizationin terms of performance, attitudes and organizational commitment.

.

http://en.wikipedia.org/wiki/Health_and_safetyhttp://en.wikipedia.org/wiki/Knowledge_managementhttp://en.wikipedia.org/wiki/Turnover_(employment)http://en.wikipedia.org/wiki/Turnover_(employment)http://en.wikipedia.org/wiki/Turnover_(employment)http://en.wikipedia.org/wiki/Turnover_(employment)http://en.wikipedia.org/wiki/Knowledge_managementhttp://en.wikipedia.org/wiki/Health_and_safety

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surroundings, the job and the business.

It is important to give a new employee a good impression on the first day of work. However,

the induction programme should not end there.

It is also important to have a systematic induction programme, spread out over several days,

to cover all the ground in the shortest effective time.

Usually induction involves the new employee meeting and listening to different people talk

about aspects of the business.

Other methods include written information, audio visual aids and group discussion.

The following items should be covered in an effective induction programme:

Introduction to the business/department and its personnel/management structure

Layout of the buildings (factory / offices)

Terms and conditions of employment (explaining the contract of employment)

Relevant personnel policies, such as training, promotion and health and safety

Business rules and procedures

Arrangements for employee involvement and communication

The Need for Induction

Recruitment is an expensive business as it takes time, money and effort to find the right people to join your company. Efficiently organized and delivered induction training will be

your new employees' first proper impression of you and your enterprise; this makes it an ideal

occasion to reinforce their decision to come and work for you.

The purpose of induction is to ensure the effective integration of staff into the organization

for the benefit of both parties. Research has shown that a well-planned induction program

increase staff retention. A well conducted induction ensures new hires are retained, and then

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settled in speedily and comfortably in a constructive role.

New employees also need to understand the organization's goals, values and philosophy;

personnel practices, ethics, integrity, corporate social responsibility and the job they're

required to do. An effective induction process shortens the time it takes to get the new

employee to settle down.

An induction process is not simply for new employees. The same benefits can be received by

staff who have been promoted or transferred or those who have returned from a long period

of absence.

Examples of training methods which can be used to augment the basics normally covered in

classroom format:

on the job coaching

mentoring

delegated tasks and projects

reading assignments

presentation assignments attending internal briefings and presentations, e.g. 'lunch and learn' format

special responsibilities which require obtaining new skills or knowledge or exposure

video

internet and e-learning

customer and supplier visits

attachment to project or other teams

job-swap

Shadowing (shadowing another employee to see how they do it and what's involved).

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Induction Procedure for new employees

You have passed the resume and interview process and selected your employee. Next comes

the employee induction process, where the employee is assisted as he transitions into his new

ob and begins his work. The induction procedure is a very important part and should not be

ignored. It helps a new employee fit into his work environment properly. How the induction

goes can be instrumental in determining what your employee retention rate is going to be.

You can begin the induction procedure even during an interview by show the candidate

around the office. Even if you are not sure you are going to hire him, it can give the candidate

a better idea if he wants to work at that place.

Induction procedures can last for one week or continue on for several months. The employee

induction should give the employee all the knowledge and tools he needs to succeed at his job

and help your business succeed.

After the employee has been approved, you can start getting him accustomed to his work

place by providing company literature. This reading can inform him about the details of your

company and some of your company policies.

During the induction procedure the employee is shown around his office or workplace. It is

important to provide all the tools so he can complete his job responsibilities. He also gets

accustomed to any machinery he will be using on the job.

During the employee induction procedure, the employee meets any supervisors and peers he

will be working with. He is also told whom he can see to get his questions answered or to

seek help with a particular business problem.

Show the employee the bathroom, lunch area and any snack machines, so he gets to know

how to find his way around the workplace. Show him where his car parking spot is.

It might take some time for the employee to become fully productive. The training program

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can cover essential information related to work going on in the company. It can help him

understand the full picture and where he fits in at the company.

The induction procedure should also inform him about who he reports to and who to see to

get a report written or a work completed. Other things include where to file a certain record,

what information to keep safe, etc. The training would also include such things as safety

instructions, if working with large machinery.

It is important that during the employee induction procedure, the employee gets to meet his

workmates, so he can become a team player, and gets into the organizational culture. He

should find out about any company picnics, lunches and other recreational activities.

Once the employee feels welcome, he will be happier at his workplace. Employee induction

also allows you to lay down the basic company rules to the employee such as acceptable use

of computers and company phones.

The induction procedure is not just about technical training to complete a job. It also helps

the employee fit into the organizational culture, so that he can succeed at his job. For most

employees money is not the most important reason for staying at a job. He must also feel

respected and valued in his position. Therefore a happy employee is going to be a productive

one.

Induction training

Induction training is important as it enables a new recruit to become productive as quickly as

possible. It can avoid costly mistakes by recruits not knowing the procedures or techniques oftheir new jobs. The length of induction training will vary from job to job and will depend on

the complexity of the job, the size of the business and the level or position of the job within

the business.

The following areas may be included in induction training:

Learning about the duties of the job

Meeting new colleagues

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Seeing the layout the premises

Learning the values and aims of the business

Learning about the internal workings and policies of the business

On-the-job training

On the job training occurs when workers pick up skills whilst working alongside experienced

workers at their place of work. For example this could be the actual assembly line or offices

where the employee works. New workers may simply shadow or observe fellow employees

to begin with and are often given instruction manuals or interactive training programmes to

work through.

Off-the-job training

This occurs when workers are taken away from their place of work to be trained. This may

take place at training agency or Local College, although many larger firms also have their

own training centers. Training can take the form of lectures or self-study and can be used to

develop more general skills and knowledge that can be used in a variety of situations, e.g.

management skills programme.

The respective advantages of on-the-job and off-the-job training are summarized below:

On-the-Job Training Off-the-Job Training

Cheaper to carry out Learn from specialists in that area of work

who can provide more in-depth study

Training is very relevant and practical

dealing with day to day requirements of job

Can more easily deal with groups of

workers at the same time

Workers not taken away from jobs so can

still be productive

Employees respond better when taken away

from pressures of working environment

Employees who are new to a job role

become productive as quickly as possible

Workers may be able to obtain

qualifications or certificates

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Introduction to Retention

If you are committed to building an organization that will someday achieve what Jim Mullen

of Mullen Advertising calls corporate greatness, employee retention should be at the top of

your to-do list (right along with hiring the right people in the first place). Philosophically,employee retention is important; in almost all cases, it is senseless to allow good people to

leave your organization. When they leave, they take with them intellectual property,

relationships, investments (in both time and money), an occasional employee or two, and a

chunk of your future.

And from a more practical standpoint, retention is important for the following reasons:

Replacing qualified employees can be extremely difficult, exceptionally expensive,

and very often unnecessary.

Training new employees is costly.

Poor retention creates a revolving door culture within the organization, lowering

morale and confidence.

Poor retention affects your customers (no matter the type of business you have, your

customers develop important relationships with their contacts within your

organization).

High turnover eat s away at your organizations productivity, ability to deliver, and

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overall efficiency. This sad reality always manages to impact your customers

negatively in one way or another.

The first thing to understand about employee retention is that there is no magic wand, no

single answer as to how to retain your employees. Many factors that you cannot control affect

retention, including but not limited to:

Shifting markets

Demand for specific skills

Business conditions

Demographics

Lifestyle changes

Technology issues

Trends in work/life decisions as employees needs change

Retention is not affected so much by the things you do as a company as the things you are as

a company. Realizing this, to a small degree, senior management has tried to create many

things they thought would be good for employee retention: for example, casual Fridays (soon

to be casual every day); flex time; telecommuting, company-paid pizza lunches; wine,

cheese, and nachos on Friday afternoons; cookies and prizes at meetings, and on and on. All

of these things are nice, but they are not enough. Employee retention is significant in theory,

elusive in practice, and never-ending as a good and noble objective. The Dirty Dozen the

following are what I call the dirty dozen of employee retention p rinciples. Are there more

and other variations on these ideas? Of course! But the commitment to retain employees is

akin to the commitment to lose weight. You must start today. Not tomorrow, but today. And

starting small is far better than not starting at all. Armed with this knowledge, consider

beginning with the following. If you are successful at implementing all of them, you are

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of a successful organization.

3. Let it be known your organization wants the best. It is important that the organization

informs its employees that, as a company, it is always on the lookout for exceptional talentand not just trying to fill open positions. But what happens if a stellar candidate arrives at

your door and there is no position for that candidate? What do you do? You figure out a way

to create a place because brilliance and ability demand a place. If you locate a candidate who

is clearly a must have, make room for that candidate. Most importantly, it is more effective

to change the position to fit the person than the other way around (people dont change all

that easily). This behavior demonstrates your commitment to hiring the best and speaks

volumes about your organizations overall commitment to seeking excellence.

4. Develop your employees. Exceptional employees want to become even better. You can

help by developing them in the following ways:

Develop a comprehensive career advancement program.

Utilize mentoring and coaching where appropriate.

Allow employees to move in different directions within the organization (this

develops perspective).

Always look within before you look outside to promote. The employees who took

your company to its present position deserve the first shot at the new jobs that will in

turn help your company to get to the next level

5. Create an atmosphere where fun is valued. People want to have fun, but the wisdom of

corporate America sees very little value to this most important and often overlooked attribute.

I dont know about you, but Id never want to work for a company where no one ever

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laughed. (Dont tell me that work is work, and there is no room for fun in the workplace. That

is dark ages thinking at best.) Fun lowers blood pressure, releases tension, eases stress,

humanizes the workplace, and helps people to think. We all know that work is tiring,

stressful, competitive, and demanding. This is all the more reason to create some diversion in

the workplace. Of course, your sense of fun may not be the same as your employees, so

consider asking what they would prefer by conducting a survey, appointing a committee, or

sending out emails.

6. Get to know your employees. This is not easy, especially if you are a Fortune 500

company. But is your company that large? If the answer is no, take a few minutes to step into

your employees offices and ask a question or two about their projects (even if your company

is really that large, managers can still get to know their employees). Get their opinions on

industry trends. If you see family pictures, ask how old their kids are (come into my office

and Ill tell you all about my m otorcycle). You want to regard your employees as people, not

only as workers in your organization. The five minutes spent may turn out to be the best

investment of your day.

7. Communicate often and honestly. One of the complaints I hear most often fromemployees is the lack of communication from senior management and between departments.

I recently finished working with a client whose marketing and sales departments do not

communicate with each other. Can you believe that? How does an organization exist if sales

and marketing do not communicate? Set the tone at the senior management level and work on

communication. Make certain information is disseminated among your employees.

Employees kept in the dark on news both good and bad are generally not the happiest o

employees. Regardless of the message, communicate often and effectively. An informedworkforce is more effective than an uninformed workforce.

8. Make sure your leaders lead. If you are the CEO of your organization, this is for you. Your

position is all about leadership, working with your team to set and execute the vision, and

driving the process to achieve corporate objectives. Always remember that your staff is

watching you very closely, and that they have invested their careers, mortgages, futures, and

trust in your capable hands. Make sure you earn that trust every day. Be very careful of

saying one thing but doing another. As employees settle into the organization, they will do far

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less listening to what you say and far more watching of what yo u do, since todays employees

are probably the most savvy and sophisticated of all time. Lead with courage, conviction, and

integrity. You might not have everyone agreeing with you all the time, but at least they will

know you are acting in the best interests of the organization.

9. Pay your employees well. Compensation is extremely important. It buys all the things

people need, and more to the point, it buys all the things people want. It reinforces their senseof value and worth to the organization. Is compensation the most important element in

employment? No. Studies have shown that it is generally fourth or fifth in terms of

importance. But rest assured that order will change quickly if employees feel they are under-

compensated for their contributions; no one wants to feel underpaid. Employees must feel

good about their compensation package.

10. Conduct exit interviews. Exit interviews are as important as employment interviews and

are invaluable to the organization. They provide the kind of sincere insight that will allow

you to craft a better organization. In an exit interview, the employee tends to be honest since

he or she has no reason to lie or to embellish (as might be tempting in an employment

interview). This brutal honesty can evolve into an unpleasant experience for you. Try to make

it as relaxed as possible or have another more neutral manager from a different department

conduct the interview. You will hear things in exit interviews that you may not want to hear,

but should. It is vital that you try to understand issues from the employees perspective and

give him or her The opportunity to be heard. There is a great deal to be learned from exitinterviews.

11. Be properly prepared for your employees first day of work. I have conducted numerous

exit interviews where the employees mention their first day of work as the first negative

experience with the organization. Can you imagine that? Their first impression of their new

company is one of negativity? Can it get any worse than that? Some of these employees had

been there for 20 years or more so you can see how indelible an impression the first day of

work can make. Unfortunately, this is not surprising; people never forget their first

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impressions. It is burned in employees minds forever, especially if it was a bad experience.

You do not want to dash the hopes of a new employee by saying, Im sorry. Is today you r

first day? I thought you were starting next Monday. Or worse, Im sorry, Im embarrassed.

12. Make sure your managers can and want to manage. How often does this happen? Your

employees do well in their positions and are promoted to managers and then, the beginning of

disaster. People are not necessarily good managers because they are capable employees.

Some dont even want the role or the responsibility. But as companies grow, you need more

good managers, so your best contributors are given the golden opportunity to manage. With a

raise and reassurances, they are sent out into the cruel managerial world with no training and

no real understanding that their new role will be significantly different from the old one.

Develop a training program for first-time managers. That will sensitize them to their new role

and teach them the basics of managing people and problems. (Beware of the ones who tell

you they do not need this training. They probably need it more than the rest. Besides, would

you like to be an employee under the newly promoted manager who never managed anyone

before and believes he does not need any training to do so?) Make no mistake. Implementing

the above mentioned ideas and making them a part of your organizations culture is no easy

task. It is not done in a day, nor done by executive order or edict. Rather, it is a gradual

process that should be championed by your organizations leaders and led by examples that

are highly visible in an on-going and consistent manner. Organizational change can be a slowand arduous task, but once again, if management is willing to lead by example, they can do

virtually anything. The commitment to employee retention is clearly worth the effort if you

are trying to build a business.

4.2 STATEMENT OF RESEARCH OBJECTIVES

Let us understand why retaining a valuable employee is essential for an organization.

Hiring is not an easy process: The HR Professional shortlists few individuals from a

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large pool of talent, conducts preliminary interviews and eventually forwards it to the

respective line managers who further grill them to judge whether they are fit for the

organization or not. Recruiting the right candidate is a time consuming process.

An organization invests time and money in grooming an individual and makes him

ready to work and understand the corporate culture: A new joiner is completely raw

and the management really has to work hard to train him for his overall development.

It is a complete wastage of time and money when an individual leaves an organization

all of a sudden. The HR has to start the recruitment process all over again for the same

vacancy; a mere duplication of work. Finding a right employee for an organization is

a tedious job and all efforts simply go waste when the employee leaves.

When an individual resigns from his present organization, it is more likely that he

would join the competitors: In such cases, employees tend to take all the strategies,

policies from the current organization to the new one. Individuals take all the

important data, information and statistics to their new organization and in some cases

even leak the secrets of the previous organization. To avoid such cases, it is essential

that the new joiner is made to sign a document which stops him from passing on any

information even if he leaves the organization. Strict policy should be made which

prevents the employees to join the competitors. This is an effective way to retain the

employees.

The employees working for a longer period of time are more familiar with the

compa nys policies, guidelines and thus they adjust better: They perform better than

individuals who change jobs frequently. Employees who spend a considerable time in

an organization know the organization in and out and thus are in a position to

contribute effectively.

Every individual needs time to adjust with others: One needs time to know his team

members well, be friendly with them and eventually trust them. Organizations arealways benefited when the employees are compatible with each other and discuss

things among themselves to come out with something beneficial for all. When a new

individual replaces an existing employee, adjustment problems crop up. Individuals

find it really difficult to establish a comfort level with the other person. After striking

a rapport with an existing employee, it is a challenge for the employees to adjust with

someone new and most importantly trust him. It is a human tendency to compare a

new joiner with the previous employees and always find faults in him.

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It has been observed that individuals sticking to an organization for a longer span are

more loyal towards the management and the organization: They enjoy all kinds o

benefits from the organization and as a result are more attached to it. They hardly

badmouth their organization and always think in favor of the management. For them

the organization comes first and all other things later.

4.3 RESEARCH DESIGN AND METHODOLOGY

The search for answers to research questions calls of collection of data. Data are facts, figures

and other relevant materials, past and present, serving as bases for study and analysis.

Types of Data

The data needed for a social science research may be broadly classified into (a) Data

pertaining to human beings, (b) Data relating to organisations, and (c) Data pertaining toterritorial areas.

Personal data or data related to human beings consist of Demographic and socio-economic

characteristics of individuals like age, sex, race, social class, religion, marital status,

education, occupation, income, family size, location of the household, life style, etc. and

Behavioural variables like attitudes, opinions, awareness, knowledge, practice, intentions, etc.

Territorial data are related to geophysical characteristics, resources endowment, population,

occupational pattern, infrastructure, economic structure, degree of development, etc. of

spatial divisions like villages, cities, state/ regions and the nation.

Importance of data

The data serve as the bases or raw materials for analysis. Without an analysis of factual data,

no specific inferences can be drawn on the questions under study. Inferences based on

imagination or guesswork cannot provide correct answers to research questions. The

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relevance, adequacy and reliability of data determine the quality of the findings of a study.

Data form the basis for testing the hypotheses formulated in a Study. Data also provide thefacts and figures required for constructing measurement scales and tables, which are analysed

with statistical techniques. Inferences on the results of statistical, analysis and tests of

significance provide the answers to research questions. Thus the scientific process of

measurement, analysis, testing and inferences depends on the availability of relevant data and

their accuracy. Hence the importance of data for any research studies.

SOURCES OF DATA

The sources of data may be classified into (a) primary sources and (b) secondary sources.

Primary Sources

Primary sources are original sources from which the researcher directly collects data that

have not been previously collected, e.g., collection of data directly by the researcher on brandawareness, brand preference, brand loyalty and other aspects of consumer behaviour from a

sample of consumers by interviewing them. Primary data are first-hand information collected

through various methods such as observation, interviewing, mailing etc.

Secondary Sources

These are sources containing data that have been collected and compiled for another purpose.

The secondary sources consist of readily available compendia and already compiled

statistical statements and reports whose data may be used by researches for their studies, e.g.,

census reports, annual reports and financial statements of companies, Statistical statements,

Reports of Government Departments, Annual Reports on currency and finance published by

the National Bank for Ethiopia, Statistical Statements relating to Cooperatives, Federal

Cooperative Commission, Commercial Banks and Micro Finance Credit Institutions

published by the National Bank for Ethiopia, Reports of the National Sample Survey

Organisation, Reports of trade associations, publications of international organisations such

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as UNO, IMF, World Bank, ILO, WHO, etc., Trade and Financial Journals, newspapers, etc.

Secondary sources consist of not only published records and reports, but also unpublished

records. The latter category includes various records and registers maintained by firms and

organisations, e.g., accounting and financial records, personnel records, register of members,

minutes of meetings, inventory records, etc.

Features of Secondary Sources: Though secondary sources are diverse and consist of all sorts

of materials, they have certain common characteristics.

First, they are readymade and readily available, and do not require the trouble of constructing

tools and administering them.

Second, they consist of data over which a researcher has no original control over collection

and classification. Others shape both the form and the content of secondary sources. Clearly,

this is a feature, which can limit the research value of secondary sources.

Finally, secondary sources are not limited in time and space. That is, the researcher using

them need not have been present when and where they were gathered.

We have chosen PRIMARY SOURCE OF DATA COLLECTION for our

research.

* Questionnaire method

Questionnaires constitute the, most prevalent method of information collection among the

communication methods used. Both structured and unstructured questionnaire are in use in

marketing research. The unit discusses various issues regarding questionnaire, their types as

well as the steps in designing a questionnaire. A sample questionnaire is also included to

familiarise you with the structure and design of questionnaire.

A questionnaire is a standardised format of data. Collection . It is normally used when the

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data is collected from a large population about their awareness, attitudes, opinions, past and

present behaviour. While there is no standard procedure to construct a questionnaire, the

problem, situation and experience of the researcher greatly influence the process. The

respondents may be asked questions without any formal questionnaire or with a pre-planned

properly framed questionnaire. There could be a number of variations in the use of

questionnaire method of data collection. They could vary in terms of its `format' and also in

terms of the way it is `administered'.

The main demerits of this method include low rate of return of the duly filled questionnaires.

It can be used only when respondents are literate and cooperating. The control over

questionnaire may be lost once it is sent. There is inbuilt inflexibility because of the difficulty

of amending the approach once questionnaires have been dispatched. There is also the

possibility of ambiguous replies or omission of replies altogether to certain questions,

interpretation of omissions is difficult. It is difficult to know whether willing respondents aretruly representative.

Characteristics of a Good Questionnaire

Questions worded simply and clearly, not ambiguous or vague, must be objective Attractive in appearance (questions spaced out, and neatly arranged) Write a descriptive title for the questionnaire

Write an introduction to the questionnaire Order questions in logical sequence Keep questionnaire uncluttered and easy to complete Delicate questions last (especially demographic questions) Design for easy tabulation Design to achieve objectives Define terms Avoid double negatives (I haven't no money)

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Avoid double barrelled questions (this AND that) Avoid loaded questions ("Have you stopped beating your wife?") Phrase questions for all respondents .

CHAPTER 5:

5.1 ANALYSIS OF DATA

Question No. Very satisfied Satisfied Unsatisfied

1

2

3

4

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5

6

7

8

9

10

11

12

13

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14

15

16

Refers to answer given by majority of people.

5.2 SUMMARY OF FINDINGS

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2. How satisfied were you with the organization and scheduling of your

interviews?

(A) (B) (C)

3. How satisfied were you with the explanation of [Organization]'s benefit

program?

(A) (B) (C)

4. How satisfied were you with the length of time it took from the time you

applied to the time you were hired?

(A) (B) (C)

5. Overall, how satisfied were you with [Organization]'s interview

process?

(A) (B) (C)

6. How satisfied were you with your first day of induction?

(A) (B) (C)

7. How satisfied were you with the welcome you received from your

department?

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(A) (B) (C)

8. How satisfied were you with the knowledge and skill of your assigned

mentor or co-worker?

(A) (B) (C)

9. How satisfied were you with your manager's ability to lead and provide

direction to you?

(A) (B) (C)

10. How satisfied were you with the necessary tools (i.e. computer, phone,

etc.) provided to complete your job?

(A) (B) (C)

11. How satisfied were you with the time it took to receive your benefits

package?

(A) (B) (C)

12. How satisfied were you with the computer-based new staff induction

training?

(A) (B) (C)

13. How satisfied were you with the job-specific training opportunities

provided by the Learning and Development Organization?

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(A) (B) (C)

14. How satisfied were you with the assistance provided by your manager

to complete your training?

(A) (B) (C)

15. How satisfied were you with the availability of your mentor or co-

worker to assist you in completing your training?

(A) (B) (C)

16. How satisfied were you with the length of time given to complete

training during work hours?

(A) (B) (C)

BIBLIOGRAPHY

http://www.wikipedia.org/

http://www.google.co.in/

http://www.wikipedia.org/http://www.wikipedia.org/http://www.google.co.in/http://www.google.co.in/http://www.google.co.in/http://www.wikipedia.org/