EMPLOYEES TRAINING & DEVELOPMENT IN HCL, NOIDA

Report submitted in partial fulfillment of the requirements for the award if

the diploma of
PGDHRM

By
TOSHIMA UPADHYAY
REGISTRATION NO. 201308847

SYMBIOSIS CENTRE FOR DISTANCE LEARNING (SCDL)

Symbiosis Bhavan, 1065-B Gokhale Cross Road,
Model Colony, Pune-411016
Website: www.scdl.net

Name of the Program: PGDHRM

Specialisation: HR
Name of the Student: TOSHIMA UPADHYAY
Registration Number: 201303847
Active Email ID: [email protected]
Mobile Number: 9918089017
Name of Topic: TRAINING AND DEVELOPMENT

NO OBJECTION CERTIFICATE

This is to certify that TOSHIMA UPADHYAY is permitted to use relevant

data/information of this organisation for her project as a partial fulfilment of the
PGDHRM Programme
We wish him/her all the success.

Seal of the company

Signature of the competent authority

of the institute / organisation

Place:
Date:

DECLARATION OF LEARNER
This is to declare that I have carried out this project work myself in partial fulfillment of
the PGDHRM Program of SCDL.
The work is original, has not been copied from anywhere else and not been submitted to
any other University/Institute for an award of any degree/diploma.

Date

Signature

Place

Name: TOSHIMA UPADHYAY

DECLARATION OF GUIDE

certified that the

work incorporated in this Project ReportTRAINING AND

DEVELOPMANT submitted by TOSHIMA UPADHYAY

is his original work and

completed under my guidance. Material obtained from other sources has been duly
acknowledged in the Project Report

Date

Signature Of Guide

Place

ACKNOWLEDGEMENT

Act as you speak, speak as you feel, do not play false to your conscience. I am privileged to have
successfully completed my project report on employees training & development at HCL noida.
I am very thankful to everyone who all supported me, for I have completed my project effectively and
moreover on time.

Lastly , I would like to thank my Parents for giving me a prospect to experience such hands on extensive
practical knowledge as an extension and application of the theoretical learning we have gained so far , as
a part of our curriculum. This has resulted in immensely valuable knowledge that would be taken from the
institute.

TABLE OF CONTENTS
Chapters

Page no.

CHAPTER 1: INTRODUCTION

INTRODUCTION TO BPO INDUSTRY

12

HCL ENTERPRISE

18

CHAPTER 2: LITERATURE REVIEW

30

HUMAN RESOURCE MANAGEMENT

TRADITIONAL AND MODERN APPROACH OF TRAINING AND DEVELOPMENT34
IMPORTANCE OF TRAINING & DEVELOPMENT

35

TRAINING INPUTS

38

THE EVALUATION OF TRAINING

41

OBJECTIVES OF THE STUDY

50

CHAPTER 3: RESEARCH METHODOLOGY

Research Design
Sample Size
Tools Used For Data Collection
CHAPTER 4: DATA ANALYSIS AND INTERPRETATION
CHAPTER 5: FINDINGS OF THE STUDY
CHAPTER 6: CONCLUSION & RECOMMENDATION

51

55
65
69

CONCLUSION

70

BIBLIOGRAPHY

72

ANNEXURE

73

Questionnaire

EXECUTIVE SUMMARY
7

The study on employees training and development at HCL is based on several training and development
programmes which helps to improve skills, or add to the existing level of knowledge so that employee is
better equipped to do his present job, or to prepare him for a higher position with increased
responsibilities.

The objective of the study is to measure the effects of training and development on employees. It helps
in to examine the effectiveness of training in the overall development of skill of workforce. The survey
has been done through questionnaire consists of 10 question which was filled by 50 employees of HCL
i.e. the sample size.

The study concludes that training and development programmes are the inherent part of the organization
because every organization needs to have well trained and experienced people to perform the activities
that have to be done. But there are some loopholes in the process like non availability of skilled trainer. In
an overall the organization is using all the essential training and development programmes.

CHAPTER 1: INTRODUCTION
8

1.1 Introduction to the study

Employee training means to improve skills, or add to the existing level of knowledge so that
employee is better equipped to do his present job, or to prepare him for a higher position with
increased responsibilities..
Training refers to the teaching /learning activities done for the primary purpose of helping
members of an organization to acquire and apply the knowledge skills, abilities, and attitude
needed by that organization to acquire and apply the same. Broadly speaking training is the act
of increasing the knowledge and skill of an employee for doing a particular job.
In todays scenario change is the order of the day and the only way to deal with it is to learn and
grow.
William James of Harvard University estimated that employees could retain their jobs by
working a mere 20-30 percent of their potential. His research led him to believe that if these
same employees were properly motivated they could work at 80-90 percent of their capabilities.
Behavioral sciences concepts like motivation and enhanced productivity could well be used for
such improvements in employee output. Training could be one of the means to achieve such
improvements through the effective and efficient use of learning resources.

Training is the process of assisting a person in enhancing his efficiency and effectiveness at work
by improving and updating his professional knowledge developing his personal skills relevant to
his work and cultivating in him appropriate behavior and attitude towards his work and people he
is working with. Development takes place as a result of training and essentially implies growth
plus change. Thus, training and development go hand in hand.
Training is a long-term investment in human resource using the equation given below:
Performance = ability x motivation

Training can have an impact on both these factors. It can heighten the skills and abilities of the
employees and their motivation by increasing their sense of commitment and encouraging them
to develop and use new skills. It is a powerful tool that can have a major impact on both
employee productivity and morale, if properly used.

WHY IS THERE A NEED FOR TRAINING AND WHY HAVE WE CHOSEN TO STUDY
THIS TOPIC?

Organization

viability

and

the

transformation

process

The primary concern of an organization is its viability and hence its efficiency. There is
continuous environmental pressure for efficiency, and if an organization does not respond to this
pressure, it may find itself rapidly losing whatever share of the market it has. Employee training,
therefore, imparts specific skills and knowledge to employees in order that they contribute to the
organizations efficiency, and be able to cope with the pressures of the changing environment.

Technological

advances

There has been tremendous development in industrial technology. Mechanization and automation
of the plant is necessary for the organizations survival; hence, it has to train its employees for
more skilled positions. New skills are required to operate new machinery, or familiarity with new
processes

and

production

techniques

has

to

be

introduced.

Organizational Complexity With increasing mechanization, automation and development in

technology, many organizations have emerged as complex organizations that produce a wide
range of products or offer a wide range of services. This had led to complex problems of
coordination and integration of activities. Eventually the need for training and retraining is felt at
the

all

levels

in

such

organizations,

from

shop

floor

to

top

executives.

Human Relations The growing complexity of organizations has led to various human problems,
like alienation, inter-personal and inter-group problems. Hence, training in human relations is
becoming extremely important for tackling these problems.

10

Due to its great relevance in the current automated, mechanized and extremely competitive
business environment, where skills are becoming obsolete faster than ever, we have chosen to
study

in

detail

the

training

and

development

needs

of

employees.

My endeavor will be to gain an in-depth insight into the process of discovering, harnessing and
developing of the human capital to the benefit of both the individual and the organization into
days highly dynamic and competitive business world through a comprehensive study and
analysis of the latest training and development techniques used by HCL Technologies, Noida.

11

INTRODUCTION TO BPO INDUSTRY

Outsourcing began in the early eighties when organizations started delegating their non-core
functions to an external organization that was specialized in providing a particular service,
function or product. In outsourcing, the external organization would take on the management of
the outsourced function. In outsourcing, the outsourcer and the outsourcing partner have a
greater relationship when compared to the relationship between a buyer and a seller. In
outsourcing, the outsourcer trusts the outsourcing partner with vital information. Outsourcing is
no longer confined to the outsourcing of IT services. Outsourcers in the US and UK now
outsource financial services, engineering services, creative services, data entry services and
much more. Most organizations are opting to outsource because outsourcing enables
organizations to access intellectual capital, focus on core competencies, shorten the delivery
cycle time and reduce costs significantly. Organizations feel outsourcing is an effective business
strategy to help improve their business.
Business process outsourcing is a type of outsourcing that involves contracting of the operations
and the responsibilities of a specific business processes or functions to a third party service
provider. It is the act of giving a third-party the responsibility of running what would otherwise
be an internal system or service conducted in-house. Outsourcing system allows companies to
contract for services that are not within the scope of their expertise, so that they can focus their
time, money and energy on their core competencies instead of wasting valuable resources trying
to gain Understanding of areas that are somebody else's expertise.

12

BPO is a socio-technical business innovation that provides a rich new source of competitive
advantage. By socio-technical we mean that BPO requires skillful management of people and
technology (hardware and software).The manager who initiates a BPO strategy must find
effective ways to introduce people to technology and vice-versa. If left solely in the hands of
technical specialists, a BPO initiative is likely to fail for lack of paying attention to the soft issues
of human relationships, change management, and organizational culture. If left solely in the
hands of non technical managers, it is likely to fail for unrealistic expectations about the potential
and limitations of the enabling technologies.

ADVANTAGES OF OUTSOURCING:

Off shoring can give access to professional, expert and high-quality services.

With outsourcing organizations can experience increased efficiency and

productivity in non-core business processes.

Outsourcing can help streamline business operations.

Offshore outsourcing can help save on time, effort, manpower, operating costs
and training costs amongst others.

Outsourcing can make organizations more flexible to change.

Organizations can save on investing in the latest technology, software and

infrastructure as your outsourcing partner would be investing in these.

Outsourcing can assure that business processes are being carried out efficiently,
proficiently and within a fast turnaround time.

13

By outsourcing, a company can save on management problems as offshore

partners will manage the team who works.

By outsourcing, one can cater to the new and challenging demands of your
customers.

Outsourcing can help organizations to free up its cash flow.

Sharing business risks is possible with outsourcing.

Outsourcing can give an organization a competitive advantage.

Outsourcing can help organizations to cut is operational costs.

DISADVANTAGES OF OUTSOURCING:

At times, it is more cost-effective to conduct a particular business process, rather

than outsourcing it.

While outsourcing services such as payroll processing services and tax

preparation services, outsourcing provider will be able to access companys
confidential information and hence there is a threat to security and confidentiality
in outsourcing.

Offshoring can create potential redundancies for your organization.

The employees may resist change.

Outsourcing provider might not be only providing services for one organization.

14

Since provider might be catering to the needs of several companies, there might
be not be complete devotion to the company.

There can be several disadvantages in outsourcing, such as, renewing contracts,

misunderstanding of the contract, lack of communication, poor quality and
delayed services amongst others.

BPO INDUSTRY INDIA

Various countries have become a popular destination for outsourcing. India has its own
advantage which has made it as a natural destination for outsourcing. The labor costs are at least
40 to 50 % cheaper compared to developed countries. It is not the only low cost game for India.
People are highly skilled. India has the vast population that can speak and understand English.
Every year, around 2.1 million graduates come out of schools. This ranges from humanitarian
graduates to high-class engineers. Apart from labor skills, India is rapidly developing its
infrastructure to support highly skilled labors.

The industry has been growing rapidly. It grew at a rate of 38% over 2005. For the
financial year 06 the projections is of US$7.2 billion worth of services provided by this
industry. The base in terms of headcount being roughly 400,000 people directly employed
in this Industry. The global BPO Industry is estimated to be worth 120-150 billion dollars
of this, the offshore BPO is estimated to be some US$11.4 billion. India thus has some 56% share of the total Industry, but a commanding 63% share of the offshore component.

15

The Current recession in several economies has affected the bottom-line of several companies.
Outsourcing has become a common tool for cutting the costs thereby improving the bottom-line.
Availability of cheap labor in developing countries fuelled the process. Over the period, India has
emerged as a natural destination based on its attractiveness.

GRAPHICAL PRESENTATION OF PRESENCE OF BPO ON THE

COUNTRY BASIS
Following is the list of top ten BPO companies in India:
1. WNS Group
2. Wipro Spectramind
3. Daksh e-Services

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4. Convergys
5. HCL Technologies
6. Zenta
7. ICICI Onesource
8. MphasiS
9. EXL
10. Tracmail

Following chart shows market share of different segments in BPO in India.

17

HCL ENTERPRISE
Hindustan Computers Limited, also known as HCL Enterprise, is one of India's largest
electronics, computing and information technology company. It is a 32-year-old leading Global
Technology and IT enterprise, with USD 5.0 billion revenue 60,000 professionals and operations
spanning 23 countries. The 3-decade-old enterprise, founded in 1976, is one of India's original IT
garage startups. Its range of offerings spans Product Engineering, Custom & Package
Applications, Business Process Outsourcing, IT Infrastructure Services, IT Hardware, Systems
Integration, and distribution of ICT products. Since its inception, HCL Enterprise has grown to
become what it is today under the strong leadership and guidance of Shiv Nadar (Founder,
Chairman and Chief Strategy Officer). Based in Noida, near Delhi, the company comprises two
publicly listed Indian companies, HCL Technologies and HCL Infosystems.
Vision Statement
It is the most preferred employer and principal taking leading edge IT products and services to
the masses through sustained excellence.
18

Mission Statement
We shall increase the shareholders value by improving the PAT through free cash flow, reducing
the BR cycle, inventory levels, wastage.

19

MANAGEMENT TEAM

SHIV NADAR
Founder HCL
(Chairman & Chief Strategy Officer)

VINEET NAYAR

(CEO, HCL Technologies)

AJAY CHOWDHRY
Founder - HCL

(Chairman & CEO - HCL Info systems)

RANJEET NARSIMHAN
President & CEO,

(HCL Technologies Ltd - BPO Services)

20

SUMIT BHATTACHARYA

VIJAY REDDY

(Executive Vice President)

(Senior Vice President Technology)

A.P. RAO

PAUL DUDD

(Senior Vice President - Human Resources)

(HR Director - International Operations)

ANITA BARNARD

(General Manager)

21

AWARDS & RECOGNITIONS

22

HCL TECHNOLOGIES
HCL Technologies is Indias 4th largest leading global IT Services companies, providing
software-led IT solutions, Remote infrastructure management services and BPO. Having entered
the global IT landscape in 1999 after its IPO, the company focuses on Transformational
Outsourcing, working with client. The company leverages an extensive global offshore
infrastructure and its global network of Offices in 17 countries to deliver solutions across select
verticals including Financial Services, Retail & Consumer, Life Sciences (Clinical Research
services in CDM and Biostatistics) & Healthcare, Aerospace, Automotive, Semiconductors,
Telecom and ME (Media & Entertainment). For the fiscal year ending June 30, 2007, HCL
Technologies, along with its subsidiaries recorded revenues of US $ 1.7 Billion and employed
52,000 professionals. HCL BPO Services provides a comprehensive range of Voice/Web based
contact and front office services. It represents HCL Technologies most significant strategic
business extension and investment to date. HCL BPO Services currently operates out of various
locations in India, Malaysia and Northern Ireland. HCL has its offices across the world with the
major development centers in Kolkata, Noida, Bangalore and Chennai.

HCL TECHNOLOGIES, SECTOR 59, NOIDA

23

HCL BPO, a division of HCL Technologies Limited started its venture early in 2001 and is now a
dominant player in the BPO field drawing revenue of USD 232.15 Million. With Over 11,400
professionals operating out of India, UK and USA, HCL BPO runs 21 delivery centers. HCL
BPO offers 24X7 multi channels, multilingual support in eight European languages.
HCL BPO excels at developing reliable and scalable solutions for essential business Processes,
consecutive with industry best practices and metric-based Quality norms. This is supported by a
thriving technology infrastructure, strong human resources, a customized Training program and
transition framework. HCL Technologies on the other hand, focuses on Transformational
Outsourcing, working with clients in areas that impact and re-define the core of their business.
The company leverages an extensive global offshore infrastructure and its global network of
offices in 23
Countries to deliver solutions across select verticals including Financial Services, Retail &
Consumer, Life Sciences & Healthcare, Hi-Tech & Manufacturing, Telecom and Media &
Entertainment (M&E). HCL Technologies caters to the global market in areas like product
Engineering, research & development, enterprise & custom applications, infrastructure
Management and BPO services.

24

HCL BPO
HCL BPO, a division of HCL Technologies Limited started its venture early in 2001 and is now a
dominant player in the BPO field drawing revenue of USD 232.15 Million. With over 11,400
professionals operating out of India, UK and USA, HCL BPO runs 21 delivery centres. HCL
BPO offers 24X7 multichannel, multilingual support in eight European languages.
HCL believe that employees are there greatest strength. HCL committed to hiring talented
individuals and promoting diversity in the workplace and committed to providing employees
with the resources they need to excel. HCL values your individuality. HCL dedicated to
creating a professional, fulfilling and challenging work environment & try to help you find the
right balance between your work and home life.

25

CAREER DEVELOPMENT & GROWTH

HCL strongly focused on career development and growth of there people. Training is an on
going process at HCL BPO. The training encompasses several skill-sets pertaining to the voice as
well as non-voice processes and geared towards scaling up employees to take on more complex
tasks. Its career development plan ensures that each candidate is provided constructive feedback
regularly and given clear visibility on areas of improvement.

Common Fast Tracker Development program:

In order to tackle leadership scarcity HCL BPO introduced the Fast Tracker Development
program to develop managers from amongst its employees. Under this program, employees are
trained for six months after which they are appointed as team leaders.

WORK CULTURE

26

At HCL BPO have a friendly work environment that stimulates and encourages, innovative ideas
to foster growth and value addition. They are passionate about the work they do. It follows a
transparent system keeping the communication channels open, thereby enabling people to
communicate ideas and suggestions. The culture at HCL BPO promotes customer focus,
excellent work ethos, operational transparency and teamwork.

Performance Oriented: HCL have a high performance work culture and performance linked
incentive schemes.
Demanding: HCL BPO gives a challenging and demanding career profile to its employees.
Rewarding: Every employee is treated with dignity, fairness and work in an environment
conducive to research, learning, innovation as well as personal growth. It has an atmosphere in
which the workforce effectively works to deliver high quality performance.
Energetic setting: BPOs have a vibrant environment. Generally the interiors are also done up in
a way that it makes people feel nice and energetic. It involves a lot of hard work and specialized
skills to deal with all kind of customers.
24X7 work environment: BPOs have a round the clock working culture and people work in
day and night shifts. This is because International BPOs offer services to countries like US and
UK that have different time zones.

IT INCLUDES:

27

Perfect amalgamation: The work culture in quality BPOs is a blend of professionalism and
friendliness. Humans are not treated like machines but are given equal opportunities of growth in
every sphere of learning. BPO create a friendly working atmosphere so that the employees dont
feel suffocated.
Rejuvenation channels: Long working hours and pressure to meet deadlines and achieve targets
takes its toll on the well being of the employees. Quality BPOs offer world class channels to destress employees and to motivate them. Entertaining events and parties are organized at regular
intervals so that the employees are relieved and invigorated to take the challenges head on.
World-class BPO also have gym, sports and caf facilities.
Pep up the energy levels: BPO employees work hard to meet deadlines and targets. Motivation
is a great booster when it comes to delivering high end results. So to ensure that the team is
motivated, team leaders and managers keep the morale of the employees high through
encouraging words. Good and outstanding work is always recognized and rewarded in the form
of perks, incentives, gift certificates, etc. in the BPO sector. At no point in time the employees
feel the dearth of guidance and warmth of encouraging words.
Rich culture ties and exchange: People from every nook and corner of the world are lured by
the state-of-the-art facilities and hefty pay packages. Apart from the culture shock there is a gold
mine prospect of rubbing shoulders with people from different educational, professional and
cultural backgrounds.
Increase In knowledge A lot of vendors provide the management with flexible as well as
scalable services to meet the customers changing requirements, along with supporting company
acquisitions, consolidations, in addition to joint venture.
28

29

COMPETITOR OF HCL BPO

30

CHAPTER 2: LITERATURE REVIEW

Human Resource Management
Human Resource Management is defined as the people who staff and manage
organization. It comprises of the functions and principles that are applied to retaining, training,
developing, and compensating the employees in organization. It is also applicable to nonbusiness organizations, such as education, healthcare, etc Human Resource Management is
defined as the set of activities, programs, and functions that are designed to maximize both
organizational as well as employee effectiveness.
Human Resources are the primary resource of any organization without which all
other resources like money, materials, machinery etc can not be put to use.
Human resource is a term with which many organizations describe the combination of
traditionally administrative personnel functions with performance management, Employee
Relations and resource planning.
The objective of Human Resource Department is to arrange the right person, at right job,
at right time with right qualifications and to provide better working conditions to its employees
for efficient working.
Modern concept of Human Resources:

Though human resources have been part of business and organizations since the
first days of agriculture, the modern concept of human resources began in reaction to the
efficiency focus of Taylorism in the early 1900s. By 1920, psychologists and employment
experts in the United States started the human relations movement, which viewed
workers in terms of their psychology and fit with companies, rather than as
interchangeable parts. This movement grew throughout the middle of the 20th century,
placing emphasis on how leadership, cohesion, and loyalty played important roles in
organizational success. Although this view was increasingly challenged by more
31

quantitatively rigorous and less "soft" management techniques in the 1960s and beyond,
human resources had gained a permanent role within an organization.
Human Resource Wheel:
1) Training and Development
Focus: Identifying, assessing and through planned learning, helping develop the key
competencies which enable individuals to perform current or future jobs.
2) Organization Development
Focus: Assuring healthy inter and intra-unit relationships and helping groups initiate and
manage chance.
3) Organization/Job Design
Focus: Defining how tasks, authority and system will be organized and integrated across
organization units and in individual jobs.
4) Human Resource Planning
Focus: Determining the organizations major Human Resource needs, strategies and
philosophies.
5) Selection and Staffing
Focus: Matching people and their career needs and capabilities with jobs and career
paths.
6) Personnel Research and Information System
Focus: Assuring a personal information base.

32

7) Compensation/Benefits
Focus: Assuring compensation and benefits, fairness and consistency.
8) Employee Assistance
Focus: Providing personal problem solving, counseling to individual employees.
9) Union Labour Relation
Focus: Assuring healthy union/organization relationships.

Human Resource Management Performs:

Human Resource Planning
Job Analysis and Design
Recruitment and Selection
Training and Development
Performance Appraisal
Job Evaluation
Post Appraisal Analysis
Human Resource Policies/Legal Section
Compensation Management
Industrial Relation

33

 HR Information System
Motivation
Job Enrichment
Job Specifications
Social Security and Legislation
Morale and Productivity
Participative Management
Promotion
Transfer and Demotion
Organizational Development
Meetings
Organizational Behavior
Organizational Commitment
Employee Research
Human Relation Movement
Fraud Deterrence
Time Management
Organizational Learning
34

 Quality
Skills Management
Successive Planning

TRADITIONAL AND MODERN APPROACH OF TRAINING AND DEVELOPMENT

Traditional Approach Most of the organizations before never used to believe in training. They
were holding the traditional view that managers are born and not made. There were also some
views that training is a very costly affair and not worth. Organizations used to believe more in
executive pinching. But now the scenario seems to be changing.
The modern approach of training and development is that Indian Organizations have realized
the importance of corporate training. Training is now considered as more of retention tool than a
35

cost. The training system in Indian Industry has been changed to create a smarter workforce and
yield the best results.

TRAINING DEFINED
It is a learning process that involves the acquisition of knowledge, sharpening of kills, concepts,
rules, or changing of attitudes and behaviours to enhance the performance f employees. Training
is about the acquisition of knowledge, skills, and abilities (KSA) through professional
development.

IMPORTANCE OF TRAINING & DEVELOPMENT

Optimum Utilization of Human Resources Training and Development helps in optimizing the
utilization of human resource that further helps the employee to achieve the organizational goals
as well as their individual goals.

36

 Development of Human Resources Training and Development helps to provide an

opportunity and broad structure for the development of human resources technical and
behavioral skills in an organization. It also helps the employees in attaining personal growth.
Development of skills of employees Training and Development helps in increasing
the job knowledge and skills of employees at each level. It helps to expand the horizons of
human intellect and an overall personality of the employees Productivity Training and
Development helps in increasing the productivity of the Employees that helps the organization
further to achieve its long-term goal.
Team spirit Training and Development helps in inculcating the sense of team work, team
spirit, and inter-team collaborations. It helps in inculcating the zeal to learn within the
employees.
Organization Culture Training and Development helps to develop and improve the
organizational health culture and effectiveness. It helps in creating the learning culture
within the organization.
Quality Training and Development helps in improving upon the quality of work and worklife.
Health and Safety Training and Development helps in improving the health and safety of the
organization thus preventing obsolescence.
Morale Training and Development helps in improving the morale of the work force.

Image Training and Development helps in creating a better corporate image.

Profitability Training and Development leads to improved profitability and more
positive attitudes towards profit orientation.
Training and Development aids in organizational development i.e. Organization gets
37

more effective decision making and problem solving. It helps in understanding and carrying out
organizational policies.
Training and Development helps in developing leadership skills, motivation, loyalty, better
attitudes, and other aspects that successful workers and managers usually display.

THE TRAINING SYSTEM

A System is a combination of things or parts that must work together to perform a particular
function. An organization is a system and training is a sub system of the organization. The
System Approach views training as a sub system of an organization.
System Approach can be used to examine broad issues like objectives, functions, and aim. It
establishes a logical relationship between the sequential stages in the process of training need
analysis (TNA), formulating, delivering, and evaluating. There are 4 necessary inputs i.e.
technology, man, material, time required in every system to produce products or services. And
every system must have some output from these inputs in order to survive. The output can be
tangible or intangible depending upon the organizations requirement. A system approach to
training is planned creation of training program. This approach uses step-by-step procedures to
solve the problems. Under systematic approach, training is undertaken on planned basis.

38

39

TRAINING INPUTS
There are three basic types of inputs;
(i)Skills
(ii)Attitude
(iii)Knowledge.
The primary purpose of training is to establishing a sound relationship is at its best when the
workers attitude to the job is right, when the workers knowledge of the job is adequate, and he
has developed the necessary skills.
Training activities in an industrial organization are aimed at making desired modifications in
skills, attitudes and knowledge of employee so that they perform their jobs most efficiently and
effectively.

BEST TIME TO IMPART TRAINING TO EMPLOYEE

1.NEW RECRUITS TO THE COMPANY

These have a requirement for induction into the company as a whole in terms of its business
activities and personnel policies and provisions, the terms, conditions and benefits appropriate to
the particular employee, and the career and advancement opportunities available.

2. TRANSFERS WITHIN THE COMPANY

These are people who are moved from one job to another, either within the same work area, i.e.
the same department or function, or to dissimilar work under a different management. Under this
heading we are excluding promotions, which take people into entirely new levels of
responsibility.

40

3. PROMOTIONS
Although similar to the transfer in that there is a new job to be learned in new surroundings, he
is dissimilar in that the promotion has brought him to a new level of supervisory or management
responsibility. The change is usually too important and difficult to make successfully to permit
one to assume that the promotes will pick it up as he goes along and attention has to be paid to
training in the tasks

and the responsibilities and personal skills

necessary for effective

performance.
4. NEW PLANT OR EQUIPMENT
Even the most experienced operator has everything to learn when a computer and electronic
controls replace the previous manual and electro-mechanical system on the process plant on
which he works. There is no less a training requirement for the supervisors and process
management, as well as for technical service production control and others.

5. NEW PROCEDURES
Mainly for those who work in offices in commercial and administrative functions but also for
those who we workplace is on the shop floor or on process plant on any occasion on which there
is a modification to existing paperwork or procedure for, say the withdrawal of materials from
stores, the control of customer credit the approval of expense claims, there needs to be
instruction on the change in the way of working in many instances, a note bringing the attention
of all concerned the change is assume to be sufficient, but there are cases, such as when total
new systems in corporating IT up dates are installed, when more thorough training is needed.
. . 6. THE MAINTENANCE OF MANAGEMENT SKILLS &

STANDARDS
Skills in supervising, employee appraisal, communications, leadership etc are important in all
companies. Some of these skills are seen to be critical to major developments in company
organization, culture, employee empowerment and so on. Initial training in these skills is not
41

uncommon in the largest companies on appointment into management and supervision. But
continuous training and performance monitoring is rare, despite the common knowledge that
standards are as varied as human nature.

7. RETIREMENT AND REDUNDANCY

Employees of any position in the company who are heading towards retirement will benefit from
learning about health, social life, work opportunities money management
etc. Internal or external courses are best attended a year or two before retirement date, in a few
companies a member of Personnel will act as a counselor as required.

BENEFITS OF TRAINING
Employees and the organization need to realize the importance of contribution and learning for
mutual growth and development. Training is the answer to deal with stagnation stage by
constantly updating it in every field. Other benefits of training include:

Hiring appeal: companies that provide training attract a better quality

Workforce.

Assessing and addressing any performance deficiency.

Enhancing workforce flexibility. Cross-cultural training is essential for

better adjustment in the new environment.

Increasing commitment: Training acts as a loyalty booster. Employee

motivation is also enhanced when the employee knows that the
organization would provide them opportunities to increase their skills and
42

knowledge.

It gives the organization a competitive edge by keeping abreast of the latest

changes; it acts as a catalyst for change.

Higher customer satisfaction and lower support cost results through

improved service, increased productivity and greater sufficiency.

Training acts as benchmark for hiring promoting and career planning.

It acts as a retention tool by motivating employee to the vast

opportunities for growth available in an organization.

THE EVALUATION OF TRAINING

There are a number of expressions used to describe steps taken by management and by training
offices at the conclusion of training and during the days or weeks afterwards. These expressions
include validation, evaluation, follow-up and

implementation, as well as cost benefit, which

have appeared in more recent years. We are interested in all of these and have already tackled
one of the, implementation, and we start by giving our definitions in order to establish a clearer
picture of what each is, and how they relate to each other.
Evaluation of training, or, indeed of anything, consists simply of putting a value to it. To evaluate
training means undertaking a search for the effect that it has had on the people and the
situations, which it influences, and then trying to measure or estimate whether this is
advantageous or disadvantageous.
METHODS OF TRAINING
LECTURES A Method of Training

43

It is one of the oldest methods of training. This method is used to create understanding of a topic
or to influence behavior, attitudes through lecture. A lecture can be in printed or oral form.
Lecture is telling someone about something. Lecture is given to enhance the knowledge of
listener or to give him the theoretical aspect of a topic.
. DISCUSSION TRAINING METHOD
This method uses a lecturer to provide the learners with context that is supported,
Elaborated, explains, or expanded on through interactions both among the trainees and between
the trainer and the trainees. The interaction and the communication between these two make it
much more effective and powerful than the lecture method. If the Discussion method is used
with proper sequence i.e. lectures, followed by discussion and questioning, can achieve higher
level knowledge objectives, such as problem solving and principle learning.
COMPUTER-BASED TRAINING (CBT)
With the world-wide expansion of companies and changing technologies, the demands for
knowledge and skilled employees have increased more than ever, which in turn, is putting
pressure on HR department to provide training at lower costs. Many organizations are now
implementing CBT as an alternative to classroom based training to accomplish those goals.

44

Some of the benefits of Computer-Based Training are:

45

. The growth of electronic technology has created alternative training delivery systems. CBT
does not require face-to-face interaction with a human trainer. This method is so varied in its
applications that it is difficult to describe in concise terms.

MENTORING
Mentoring is an ongoing relationship that is developed between a senior and junior employee.
Mentoring provides guidance and clear understanding of how the organization goes to achieve its
vision and mission to the junior employee

Some key points on Mentoring

Mentoring focus on attitude development

Conducted for management-level employees

Mentoring is done by someone inside the company

It is one-to-one interaction

It helps in identifying weaknesses and focus on the area that needs improvement

JOB ROTATION
Some of the major benefits of job rotation are:

It provides the employees with opportunities to broaden the horizon of

knowledge, skills, and abilities by working in different departments, business
units, functions, and countries

Identification of Knowledge, skills, and attitudes (KSAs) required

46

It determines the areas where improvement is required.

OFF THE JOB TRAINING

There are many management development techniques that an employee can take in off the job.
The few popular methods are:

SENSITIVITY TRAINING

TRANSACTIONAL ANALYSIS

STRAIGHT LECTURES/ LECTURES

SIMULATION EXERCISES

Training Evaluation
The process of examining a training program is called training evaluation. Training evaluation
checks whether training has had the desired effect. Training evaluation ensures that whether
candidates are able to implement their learning in their respective workplaces, or to the regular
work routines.

Purposes of Training Evaluation

The five main purposes of training evaluation are:
Feedback: It helps in giving feedback to the candidates by defining the objectives and linking it
to learning outcomes.
47

Research: It helps in ascertaining the relationship between acquired knowledge, transfer of

knowledge at the work place, and training.

Control: It helps in controlling the training program because if the training is not
effective, then it can be dealt with accordingly.

Power games:

At times, the top management (higher authoritative employee) uses the

evaluative data to manipulate it for their own benefits.

Intervention: It helps in determining that whether the actual outcomes are aligned with the
expected outcomes..
The fundamental aim of training is to help the organization achieve its purpose by adding
value to its key resource the people it employs. Training means investing in the people to
enable them to perform better and to empower them to make the best use of their natural
abilities. Any training and development programme must contain inputs which enable the
participants to gain skills, learn theoretical concepts and help acquire vision to look into distant
future.
48

In addition to these, there is a need to impart ethical orientation, emphasize on attitudinal

changes and stress upon decision making and problem solving abilities.The stages in training and
development process are going to be identified with a specific focus on different training and
development methods and consideration of its advantages and disadvantages
According to Casse and Banahan (2007), the different approaches to training and development
need to be explored. It has come to their attention by their own preferred model and through
experience with large Organizations. The current traditional training continuously facing the
challenges in the selection of the employees, in maintaining the uncertainty related to the
purpose and in introducing new tactics for the environment of work and by recognizing this, they
advising on all the problems, which reiterates the requirement for flexible approach.
According to Davenport (2006), mentioned in his recent studies that its easy to implement
strategy

with

the

internet

supported

software.

some of the Training theories can be effective immediately on the future of the skill and
developments. The content and the access are the actual factors for the process. It is a
representation itself by the Access on main aspect what is effective to the adopted practice in
training development. As per the recent theories to access the knowledge is changing from
substantial in the traditional to deliver the knowledge for the virtual forms to use the new
meaning of information with electronic learning use.
There is a survey confirmation for using classroom to deliver the training would drop
dramatically,(Meister,2001).
A manager is that what the other members of the organization wants them to be because it is a
very popular trend of development training for the managers in the training for the management
(Andersson, 2008, Luo, 2002). Most of the managers seems to reject a managerial personality in
support of the other truth for themselves (Costas and Fleming, 2009).
finally, the literature on training and development use as a motivation and retention tool is
going to be reviewed, moreover, training and development on international scale and its possible
issues are going to be discussed. to sum up, a conclusion summarizing all findings is going to be
drawn.
49

Executive or Management Development:

Executive or management development is a long term educational process utilizing a
systematic and organized procedure by which managerial personnel learn conceptual and
theoretical knowledge. Development is a related process. It covers not only these activities,
which improve the job performance, but also those which bring about growth of the personality;
help individuals in the progress towards maturity and actualization of their potential capacities so
that they become not only good employees but also better human beings. Training for a bigger
and higher job is Development.
Management Development should produce change in behaviour which is more in keeping
with the organization goals than the previous behaviour. The change frequently consists of a
number of small steps resulting from training but the cumulative effect is considerable. It is also
basic that a terminal behaviour is identified before the development effort starts.

50

Management Development is a systematic process of growth and development by which

the managers develop these abilities to manage. It is concerned with improving the performance
of the manager by giving them opportunities for growth and development.
Need and Importance of Management Development:
Executive talent is most important asset of an organization. An institution that can not
produce its own managers will die. From an overall point of view the ability of an institution to
produce managers is more important than its ability to produce good efficiently and cheaply. The
need for executive or management development is felt because:
1. There is a shortage of trained managers. The organization has to develop the talented
employees and maintain an inventory of executive skills to meet the future demands.
2. The performance of a company depends upon the quality of its managers. Executive
development, therefore, is of paramount importance to have effective and desired
managerial talents to meet the organizations demand.

3. Obsolescence of managerial skill is another factor which calls for continuous executive
development. A manager must continuously update himself to successfully meet new
challenges as they occur.

Objectives of Executive Development:

1. To ensure a steady source of competent people at all levels to meet organizational needs
at all times.
2. To prevent managerial obsolescence by exposing the mangers to new concepts and
techniques in their respective fields of specialization.
3. To overhaul the management machinery.
51

4. To improve the performance of managers.

5. To develop a second line of competent managers for future replacements.
6. To prepare the present employees for higher assignments so that they may be promoted
from within.
7. To promote a high morale and good organizational climate.
8. To give the specializes on overall view of the functions of an organization and equip them
to co-ordinate each others efforts effectively.
9. To broaden the outlook of executive regarding his role position and responsibilities.
10. To understand the conceptual issues relating to economic, social and technical areas.

Methods of Executive or Management Development:

Methods of executive development can be classified into two broad categories:
1. On-the-job Methods and
2. Off-the-job Methods

OBJECTIVES OF THE STUDY

To examine the effectiveness of training in overall development of skills of
workforce.
To examine the impact of training on the employees.

52

 Reduce the learning time for employees starting in new jobs on

appointment, transfers or promotion, and ensure that they become fully
competent as quickly and economically as possible.
To measure the differential change in output due to training

CHAPTER 3: RESEARCH METHODOLOGY

Employee training and development. The following purposes of training and development as
proposed by Beardwell et al (2004):
53

a) Maximising productivity and service provision for the company

b) Developing the adaptability for the workforce
c) Developing an organisation as a whole
d) Increasing job satisfaction, motivation and morale of workforce
e) Improving standards and safety at work
f) Promoting the Better utilisation of other resources
g) Standardisation of work practices and procedures
Wood (2009) divides trainings methods into two categories: traditional training methods, and
electronic training methods. Traditional training methods include lectures, on-the-job training,
apprenticeship training, offside training, programmed learning, informal learning, job instruction
training, and training stimulated by audiovisual tools.
As a traditional training method, on-the-job training includes job rotation, coaching, and action
learning, whereas the main elements of off-the-job training (offside training) are case-study,
games, external seminars, Internet-based seminars and conferences, university-related programs,
role-playing,

behavioural

modelling,

Internet

educational

portals,

and

behavioural

modelling. The main elements of electronic training are computer-based training, videoconferencing, electronic performance support systems, tele-training, learning portals and others.
Paauwe (2004) specifies task analysis to be a detailed study of the job to be undertaken in order
to identify skills required for the job. Performance analysis, on the other hand, as Shermon
(2004) informs, examine individual and collective performances within organisations in order to
identify deficiencies, then training and development programs can be devised in order to
eliminate these performance deficiencies.

54

Moreover, Behaviour Modelling has also been identified as an important element of training and
development programs and Dessler (1984) informs that behaviour modelling includes three
following components:

a) Showing trainees the right (or model) method of performing a task

b) Giving opportunities to trainees to perform in this way
c) Giving feedback on the trainees performance.
Strengths of behaviour modelling as an element of training and development scheme is that
many skills can be taught by at the same time by using them, and this option is not available in
many other training and development elements. However, at the same time, behaviour modelling
proposes rigid solutions to problems, failing to take into account unusual circumstances.
Managers also should be put on job rotations, in order to expose them to different issues the
company has in general, and at the same time giving them opportunities to acquire team
management and cross cultural skills that will allow managers to operate well within various
departments of the company.
Job rotations are good in a way that they provide opportunities for increased level of social
interaction and they can also eliminate the monotony in the workplace. However, according
Byars and Rue (2006) job rotations can be a source of stress for employees, especially when they
start losing sense of ownership of their job as a result of job-rotation.
Video-conferencing has also been specified as an element of proposed training and development
program that should be organised in a way that managers engaged in companys foreign
operations must share their cultural experiences and their knowledge about cultural awareness
through video-conferencing with other managers based in head office.
The strengths of video-conferencing as a training method can be shown as being interesting and
motivating, especially when high-achievers within the company working in foreign operations
are

sharing

their

cultural

experiences

with

junior

managers

through

video

conferencing. However, the weaknesses of video-conferencing include the necessity of relevant

55

facilities, and accordingly, additional expenses, and also there might be time-related issues when
meetings between people from different countries are being organised on the basis of videoconferencing.
Lectures as one of the main elements of training and development schemes have their strengths
such as being less expensive compared to some other training and development methods, short
period of time required to conduct them, and also lectures are usually taught by highly skilled
professionals giving managers participating on them opportunity ask these professionals
questions.
On the other hand, lectures have their weaknesses, the main of which is the possibility that the
attention of managers participating in them may be shifted to different things if they find it not to
be interesting. Moreover, Laird et al (2003) state that usually in majority of lectures there are no
provisions for student participation and this is another major disadvantage of this training
method.
It has to be also noted that in order to bring the maximum results, training and development
elements specified above need to be conducted with highly qualified professionals. Otherwise, it
would result in losses in forms of wasted time, as well as other forms of resources involved in
the project.
The following five-step training and development process features in the work of Beardwell et al
(2004):
1. Analysing the needs of the company. The management should determine what skills are
necessary in order to achieve the objective of the company at any given stage of
development.
2. Designing training and development program. This should be done taking into account
the need of the company and the professional level of the workforce.

56

3. Validating the program. The training and development program that has been designed
must be critically analysed by management with the possible engagement of the third
party, and it should be revised accordingly.
4. Implementation of the program. The designed and validated training and development
program should be conducted for workforce according to the plan.
5. Evaluating the programs. After the training and development program has been
conducted its efficiency should be evaluated in the basis of analysis and feedback from
stakeholders and relevant conclusions should be made to be taken into account for future
similar programs.

RESEARCH DESIGN

The type of research used is descriptive research. Marketing research is a

systematic and objective study of problems. Market research specifies the information
required to address these issues; designs the method of collecting information; manages and
implements the data collection process; analyses the results and communicates the finding
and their implications
SAMPLE SIZE

For the study, a sample size of 50 employees was taken.

TOOLS USED FOR DATA COLLECTION

Primary data collected through questionnaires.

Secondary data collected through magazines, journals, websites.

57

CHAPTER 4: DATA ANALYSIS AND INTERPRETATION

Q 1. How many training programmes did you attend in last one year?

RESPONSE

NO. OF RESPONDENTS PERCENTAGE

Less than 10

24

48

10-20

16

32

20-40

12

More than 40

SAMPLE SIZE - 50

Figure 1
58

The above chart indicates that 48% of employees

have attended less than 10

training

programmes whereas 32 % of employees have attended 10-20 training programmes, it means in

every month there was 1 training programme attended in the organization in last one year.

Q2.Your Organization considers training as a part of organizational

Strategy. Do you agree with this statement?

RESPONSE

NO.OF RESPONDENTS

PERCENTAGE

Strongly agree

23

46

Agree

14

28

Partly agree

10

20

Cant say

59

Figure 2

The above graph indicates that 74% of employees are agreed that training is
a part of organizational strategy.
Q 3. To whom the training is given more in your organization?

RESPONSE

Senior staff(Higher

NO. OF RESPONDENTS

PERCENTAGE

10

10

20

level managers)
Junior staff(Middle
line managers)
60

New staff

10

20

Based on requirement

25

50

Figure 3
The above graph indicates that 50% of employees felt that training is given
mostly on the basis of requirement whereas, 20% of employees felt that it is
given to junior and new staffs.
Q 4. What is the most important barrier to Training and Development
Programme in your organization?

RESPONSE

NO.OF RESPONDENTS

PERCENTAGE

61

Time

10

20

16

12

24

20

40

Money
Lack of interest by the
trainees
Non-availability of
skilled trainer

Figure 4
The above graph indicates that 40 % of employees felt that, most important
barrier to Training and Development in the organization is Non-availability of
skilled trainers whereas, time and lack of interest by the trainees are also a
barrier to T&D programme.
62

Q5. What mode of training method is normally used in your

Organization?

RESPONSE

Job rotation

NO.OF RESPONDENTS

PERCENTAGE

14

External training

13

26

Conference/discussion

10

20

Programmed

18

36

instruction
Others

Figure 5
63

The above graph indicates that 36% of employees felt that programmed
instruction is mostly used in the organization whereas, external training and
conference/discussions are also used in the organization. It means that these 3
programmes are mostly used by the organization.
Q6. What type of training is being imparted for new recruitments in
your organization?

RESPONSE

NO.OF RESPONDENTS

PERCENTAGE

Technical training

15

30

Management training

18

Presentation skill

10

20

Induction training

12

24

Others

64

Figure 6
The above graph indicates that 30% of employees felt that technical training
is the most important training which is being imparted for new recruitments
in the organization ,it means that the organization is insisting more on
technical training.
Q7. The time duration given for a training period is?

RESPONS NO.OF

PERCENT

AGE

RESPOND
ENT

Sufficien

28

56

t
To be

65

extended
To be

12

24

12

shortene
d
Managea
ble

% of Time duration

Manageable; 12; 12%

To be shortened; 24; 24%
Sufficient; 56; 56%
To be extended; 8; 8%

Figure 7
The above pie chart shows that 56% of employees felt that time duration
for a training programme is sufficient whereas 24% of employees felt that ,it
should be shortened.
66

Q8. Comment on the degree to which the training objective are met
during the training sessions?

RESPONSE

All the objectives are

NO.OF RESPONDENTS

PERCENTAGE

30

60

14

10

20

met
Some objectives are
met
Met according to the
need
None of the objectives
are met

67

Figure 8
The above graph indicates that 60% of employees felt that all the objectives
are met during training sessions. It means training sessions are running
successfully in the organization.
Q9. Does the training programme help in your career advancement?

RESPONSE

NO.OF RESPONDENT

PERCENTAGE

Strongly agree

23

46

Agree

19

38

Neutral

12

Disagree

68

Figure 9

The above graph shows that 84% of employees are agreed that training
programmes helps in their career advancement.It means training programmes
are helpful in career advancement also.

Q10. How long will it take to implement the trained process?

RESPONSE

NO. OF RESPONDENTS

PERCENTAGE

Less than 1 month

20

40

1-2 month

15

30

69

2-4 month
More than 4 months

12

24

Figure 10
The above graph indicates that 40% of employees felt that the
organization takes less than 1 month to implement the trained process.

CHAPTER 5: FINDINGS OF THE STUDY

70

The findings of the study reveals that HCL has a wide range of training & development
programmes which helps the employees to develop their skills and give the standard
performance. HCL also gives rewards and promotions on a regular basis so,that the
employees can achieve their personal goal as well as organizational goal.
Some of the important training programmes are discussed below:
INDUCTION TRAINING
Joining a new company is always stressful. HCL believes that it is the job of the company to
minimize this stress and make it an enjoyable experience. To this end HCL organizes Induction
Programmes at 2 different stages of an employee's Work Life HCL has a half day Induction on
the first day of joining to enable the new employees to get an overview of HCL as a company,
Structure and Lines of Business and to introduce them to other new joiners and make them feel
Welcome

into

the

organization.

HCL also organizes a 2 day offsite Induction programme a couple of months into an employee's
career with HCL . This acts as a more informative induction programme for new joiners, and also
as a refresher for existing staff. The programme covers an overview of HCL strategy and
marketplace proposition and its Core Competencies. The 2 day programme is delivered is an
opportunity to gain information, meet peers and HAVE SOME FUN!!!
BUDDYING
The HCL AXON 'Buddy' System is designed to help new employees to
have as smooth a transition into HCL AXON as possible by providing
hands-on practical and emotional support during their first 3 months on
a project. It helps to provide the employees with a sense of belonging, make them comfortable
with their Work Life and aims to encourage Team work and Loyalty. It gives consultants the
opportunity to be directed to people who can help with basic needs as well as all Project related
needs.
PERFORMANCE MANAGEMENT AND DEVELOPMENT
71

A key part of the Performance Management and Development process is the allocation of a
Development Manager for each HCL employee. HCL offers a Performance management system
that is focused on developing each employee to his or her potential, for the benefit of the
individual,

clients

and

HCL

as

whole.

The development is the accountability of the individual, supported and assisted by the
organization. The Performance Review process is the opportunity for consultants to get a
feedback on their performance as well as give a feedback to their Project Managers on what they
are enjoying and what they could do to contribute more or what HCL could do to help support
them in their endeavour to maximize potential
PROMOTION AND BONUS
HCL has a grading system that is precise and defined. There is a clear visibility of your Career
path within the organization and the Development Managers assist you at every review to move
towards promotion to the next Level. All roles have a clear definition with regard to the Core
Skills, HCL Understanding and Values to give a clear picture of how one's career is heading and
the aspects considered for Promotion and Bonus.
HCL AXON Academy
HCL AXON Academy is the name given to the structured Training and Development sessions
available to all HCL AXON Employees across all Lines of Business, Group and Business
Support. HCL AXON Academy events are a mixture of internally and externally conducted
events. Employees are given an option to choose from a wide range of programmes which would
enhance their Technical skills and also other Managerial and Soft skills.
HCL COMNET
Being a people-centric organization, it makes imperative for HCL to develop practices that help
facilitate the culture of growth and development here. That's why their HR policy is built around
EDGE (Employee Development Growth and Empowerment). EDGE is a program aimed towards

72

making Comnet a "Learning Organization", an organization where growth is measured not just
by profits but also as the synergetic growth of each one of its employees.
The concept of the learning organization has been developed with a 3-prong objective in mind,
of creating value, retaining value and delivering value for the internal customer, the external
customer and the organization as a whole
CATALYST PROGRAMS
Key Account Management Workshops (KAM) are conducted at regular intervals involving sales
& marketing teams. The KAM training explores new approaches in developing and leading
accounts and in customer sensitivity
Assessment Centers have been designed to ensure high professional skill levels and to inculcate
the desired behavior of employees. The assessment centers are carried out at all levels and
functions within the organization. This also greatly helps us to align the employees development
objectives to the organization
360 appraisals: HCL has successfully carried out 360 appraisals to help facilitate personal and
organizational growth.
Mapped Career path: At HCL, the belief that career is a path and not a destination is the
philosophy behind chalking out the career path for each of our fellow employees. Be it a lateral
move, or vertical growth, all decisions are taken keeping in mind the interest of the individual
Awards: Performers in HCL get the annual awards for their contribution to Comnet's growth.
Award types include Value Creators, Benchmark, Eureka and Pinnacle Award
Induction: An extensive one-month induction program is conducted to bring any new recruit up
to pace with the culture, work ethics and tech environment of the organization
Long Service Award
The Long Service Award recognizes an employees contribution towards the company. It is an
appreciation of the part played by the employee in the journey of HCL. The Long Service Award
73

is given to employees on completion of 5 years, 10 years, 15 years, 20 years, 25 years and 30

years of service with HCL. Employees are awarded with trophies and recognition letters from
CEO and chairman.

The organization follows an effective training process and the training is mostly given to those
employees who need it. But the most important barrier for the training process is nonavailability of skilled trainer.
As the workload is much on employees therefore less attention
is given to training sessions by the employees.

CHAPTER 6: CONCLUSION & RECOMMENDATION

6.1 Suggestion and recommendation

74

To make the training and development process an entirely in house activity to

reduce the cost.

The maximum emphasis will be given to job instruction methods where the
trainee are made to understand their job thoroughly and the role they are
going to play in performing their job.

Lecture as well as the presentation is the major part of imparting the

Education.

The training objective will be in keeping with needs and abilities of the trainee and it
will be the major reason for success of the training as whole...

The trainee fill the feedback form and from time to time test are conducted
to know the gauge the effectiveness of training to employee to check their
memory if they retain anything or not.

Stress management training is more important for employee as it was

observed that people are all the time in tension like situation as to how to
do what to do when to do, no time and things like that which kept them
tensed all time.

Conclusion
The study concludes that, a solid employee-development program can mean the
difference between a successful company and one that struggles. Indeed, the company's
75

chances for growth are closely aligned with its commitment toward fostering employee
development. More and more workers are looking for employers who can help them
increase their knowledge and skills. It's no longer enough to offer a conventional benefits
package. Companies that want to attract -- and retain -- valuable people on staff need to
actively participate in their employees' growth and development. It's rewarding for
employees to expand their knowledge base and take on new challenges, as it makes
coming to work about more than just a paycheck.
Pairing newer, less experienced employees with more experienced employees is a great way for
people to learn from one another. Mentors can serve as a sounding board for younger
employees, and can provide job coaching, advice on career development, and introductions to
other professionals in the industry. Mentors often help their charges to see the "bigger picture"
when it comes to their working life. And, at the same time, mentors themselves can gain
valuable insight from their protgs and become better managers.
Investing in the employees' continuing education demonstrates that the company values its
people and wants them to grow. Even after an individual joins an organization and the
"honeymoon" period has passed, companies should continue to provide training on an ongoing
basis for any skills that may be pertinent to the employee's job.
Employees appreciate job security, but in order to grow professionally, people want and need
new responsibilities. Giving the employees opportunities to grow within the company lets them
know that they value their past contributions and have faith in their abilities to take on greater
challenges. Let people know when new positions are available in the company before opening
up those jobs to outside applicants, and be sure to give first consideration to in-house
candidates.
Often, employees want to make suggestions about the way things are done but don't have a way
to voice their ideas. Develop a method that makes it easier for staffers to share their creative
ideas or suggestions with top management.

76

BIBLIOGRAPHY

77

BOOKS-

Human resource management (C.B.Gupta)

Human resource management (Stphens P. Robins)
Employees training & developmemt (Neo Raymond A.)

INTERNET-

www.hcl.in
www.wikipedia.org
www.hclinfosystems.in
www.hcltech.com
www.hclcdc.in

78

ANNEXURE

QUESTIONNAIRE

1) How many training programmes did you attend in a year?

Less than 10
10-20
20-40
More than 40

2) Your organization considers training as a part of organizational strategy. Do

you agree with this statement?

Strongly agree
Agree
Partly agree
Cant say

3) To whom the training is given more in your organization?

Senior staff (Higher level managers)

Junior staff (Middle line managers)
New staff
Based on requirement

4) What is the most important barrier to training and development programme

in your organization?

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Time
Money
Lack of interest by the trainees
Non availability of skilled trainer

5) What mode of training method is normally used in your organization?

Job rotation
External training

Conference/Discussion
Programmed instruction
Others

6) What type of training is being imparted for new recruitments in your

organization?
Technical training
Management training
Presentation skill
Induction training
Others

7) The time duration given for a training period is?

Sufficient
To be extended
To be shortened
Manageable

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8) Comment on the degree to which the training objective are met during the
training sessions?

All the objectives are met

Some objectives are met
Met according to the need
None of the objectives are met

9) Does the training programme help in your career advancement?

Strongly agree
Agree
Neutral
Disagree

10) How long will it take to implement the trained process?

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 Less than 1 month

1-2 months
2-4 months
More than 4 months

ANY SUGGESTIONS:
A) ..
B)..
C).

Name: ---------------------------------------------------------Age ------------------------------------------------------------Sex-------------------------------------------------------------Phone no.-----------------------------------------------------------

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