Abstract

The study aims to explore and enhance the training and development framework at Attic
Infomatics by addressing several key objectives. Firstly, it seeks to understand the various
aspects of the training design and development process, ensuring that programs are
effectively tailored to meet organizational goals and employee needs. Secondly, it aims to
classify the different training and development methods utilized within the company,
providing a comprehensive overview of available strategies.

Additionally, the study identifies and analyzes the various factors influencing training
decisions, such as time constraints, financial considerations, and the availability of skilled
trainers. By learning and appreciating the significance of employee training and development,
the study underscores its critical role in improving performance, fostering innovation, and
maintaining competitive advantage.

Moreover, a clear distinction between on-the-job and off-the-job training is established,

highlighting their respective benefits and applications. Through this analysis, the study
provides valuable insights and recommendations for optimizing the training and development
programs at Attic Infomatics, ultimately enhancing employee capabilities and organizational
efficiency.

1
 CHAPTER I
INTRODUCTION

2
 INTRODUCTION
Companies have found that investment in human capital in the form of training and
development yields high returns.

The ones that recognize the value of their employees and place a new emphasis on education
and training are becoming more competitive, successful, and profitable as a result. Training
can be broadly divided into 2 categories:

Behavioural Training: This training is given to employees to improve their soft skills and
inculcate managerial qualities in them.

Functional Training: It is job-related training. It focuses on the work to be done. It

systematically uses selected, structured and documented workplace experience, combining
theory with practice, and is guided by clearly defined objectives. Functional training is very
important in manufacturing industry as it helps employees in ensuring their safety while
working on machines, upgrade them with latest manufacturing practices and improve the
productivity of company.

TRAINING NEED IDENTIFICATION:

Training need identification is one of the foremost step in designing a training program.
Training efforts must aim at meeting the requirements of the organization (long term) and
individual employees (short term). This involves finding answers to questions such as:
whether training is needed? If yes, where it is needed? Which training is needed? Etc.

Once we identify training gaps within the organization, it becomes easy to design an
appropriate training program. It is one of the foremost steps in a training program.

Training Methods: Training methods are usually classified by the location of instruction. On
the job training is provided when the workers are taught relevant knowledge, skills and
abilities at the actual workspace.

Off-the-job training, on the other hand, requires that trainees learn at location other than the
real work spot. Effectiveness of Training: It is necessary to measure how effective is the

3
training program employees are given. One of the ways of doing this is through Kirkpatrick
Model.

NEED FOR THE STUDY

Every organization big or small, productive or non-productive, economic or social, old or

newly established should provide training to all employees irrespective of their qualification,
skill, suitability for the job etc. Specifically, the need for training arises due to the following
reasons to match the Employee specifications with the Job Requirements. It is thus important
for me to understand, analyze the concept of training and development process and its
effectiveness in the current organization.

OBJECTIVES OF THE STUDY

 To understand various aspects of the training design and development process

 To classify the various training and developing methods

 To point out various factors affecting training decisions

 To learn and appreciate the significance of employee training and development

 To understand difference between on the job and off the job training.

4
METHODOLOGY

“Research Methodology” is a term made up of two words, research & methodology.

‘Research’ means ‘sear

ch for knowledge’. It is a scientific and systematic search for potential information on a

specific topic. It is an art of scientific investigation. It is careful investigation or inquiry
especially for search of new fact in any branch of knowledge.

DATA MANAGEMENT

PRIMARY DATA

Primary data are those which are collected afresh and for the first time, and it is in original
form. Primary data can be collected either through experiment or through survey. The
researcher has chosen the survey method for data collection. In case of survey, data can be
collected by any one or more of the following ways:

 Observation

 Questionnaire

 Personal or Group Interview

 Telephone survey

 Communication with respondents

 Analysis of documents and historical records

 Case study

 Small group study of random behavior

Questionnaire method of data collection is chosen to collect the data due to limited time in
hand.

SECONDRY DATA

Secondary data which have already been collected and analyzed by someone else is also used
to prepare the report. Various information from journals, historical documents, magazines
and reports is also used to prepare the report.

5
For the present piece of research, the following methods have been used:

 Questionnaire

 Interview

 Observation

POPULATION

Sampling may be defined as the selection of some part of an aggregate or totality on the basis
of which a judgment or inference about an entire population by examining only a part of it.

The items so selected constitute what is technically called a sample, their selection process or
technique is called sample design and the survey conducted in the basis of sample is
described as sample survey.

SAMPLE SIZE

In sampling design, the most complicated question is: what should be the size of the sample.
If the sample size is too small, it may not serve to achieve the objectives and if it is too large,
we may incur huge cost and waste resources. So sample must be of an optimum size that is, it
should neither be excessively large nor too small. Here, researcher has taken 50 as the sample
size.

STATISTICAL TOOLS

Pie-charts and tables are used to illustrate the numerical proportion

PERIOD OF STUDY

The study has been undergone for 45 days.

6
SCOPE OF THE STUDY

 The study is conducted to know the effectiveness of level of knowledge and skills
given to the employees in the organization.

 The effective development of any organization depends on the employees. For

organizational productivity training and development assumes great significance.

 This study may help the management students to prepare their own report.

 This will help the management to know the satisfaction levels of employees and they
can take measures to increase productivity.

LIMITATIONS OF THE STUDY

 The present study is limited to many aspects. Providing information about Training
and Development is the outcome of various variables. It is not possible to take in to
consideration each and every criterion in this study.

 Some of the information given by the respondents may be bias. Could not able to
collect the information from all the employees of organization because of busy
schedule of employees.

 The Questions that are asked being personal, some of them hesitated to answer it.

 Analysis is done on the assumption that respondents have given correct information
through the Questionnaires.

 Due to the limitation of the time the research could not be made more detailed.

7
 CHAPTER II
REVIEW OF LITERATURE

8
 Mohammed Raja Abdulraheem Sal(2023): The study was based on set of
hypotheses that HOs: hypothesized no relationships between variables, while H1-H6
hypothesized the existence of relationships between stated variables. A quantitative
approach is used Relevant data was collected through structured questionnaire.
Subjects for the study consisted of 254 employees which constituted 60% of the total
target population of 420 people. 254 structured questionnaire were distributed to
employees on job location, 212 questionnaires were returned and only 188 were
suitable for statistical analysis. For this purpose, frequency tables, percentages,
means and standard deviations were computed and substantively interpreted.
Inferential statistics like Pearson product moment correlation coefficient (r) and linear
regression were used to determine if there is a significant positive relationship existed
between the independent variables (training and development) and dependent
variables (performance and productivity).

 K. Gonchkar(2022): This paper is based on an empirical (Survey) study covers only

the public sector banks (PSB’s) operating in Bangalore, India and their officers
regarding the impact of training and development of officers on their performance. It
also explains that training and development has impact on employee’s skills,
knowledge, attitudes and behavior, job performance, productivity which means the
officers feel to work for the benefit of the bank if they
find training and development to be for their benefit. If the subjects of
the training and development were pertinent to the officer’s job interest, they find
the training and development to be more interesting, innovative and work towards the
benefit of the organization. The officers went to the training to be more specific
towards their jobs so that they can utilize that on their jobs. Training in public sector
banks is traditional in approach and normally concentrates on the improvement of
operative skills, interpersonal skills, decision-making skills, or a combination of these
yes, wonder of wonders, any mention of customer or customer service is absent.

 John R. Baldwin, Joanne Johnson(2019): This study examines the characteristics of

small and medium- sized firms that perform training. It uses data taken from a recent
Statistics Canada survey that permit firms' training decisions to be analyzed within the
broader context of their many activities and strategies. The study finds strong
evidence for the hypothesis that human capital development facilitated by training is
complementary to innovation and technological change. Training incidence is found

9
 to be closely related to the importance that a firm gives to research and development,
the use of new technologies and numerous other strategies that are related to
innovation. Training is also greater where a firm emphasizes quality and a
comprehensive human resource strategy. The results point to the inherent
complementarily of technology and human resources policy.

 Jessy John(2019): This paper is based on an empirical study conducted between

students regularly exposed to soft skills sessions and those who are deprived of the
same. The education as well as the market scenario is changing very fast. A decade
ago, those individuals who had a brilliant academic record with added work
experience were well sought after by most of the corporate institutions. But today
hard skills and experience are not sufficient enough for the ingress and escalation in
the corporate world. Employers prefer to hire and promote those persons who are
resourceful, ethical, and self directed with good communication/ soft skills. Dearth of
soft skills in the candidates has resulted in low hiring by corporate. In spite of such
great significance of soft skills, many management colleges are reluctant to
incorporate soft skills training in the curriculum of management courses.

 Dr. Patiraj Kumari, Richa Mishra(2019): The aim of the study was to measure
employees’ perception of human resource development (HRD) practices in their
organization, and to examine the role of HRD practices on
employees’ development climate. A total of 100 employees belonging to two
organizations responded to a questionnaire which measured the following variables:
career planning and development, training and learning, organizational development,
action oriented research, HRD climate, values,
reward and recognition, and communication. Analysis was done and results were
interpreted regarding the HRD practices of the two organization and the comparison
between the two was done as how the employees of both the organization rate them
on HRD practices and HRD climate of each organization.

10
 Mohammad Oghbaei(2018): This paper traces the idea from the postulated theories
of learning concerning human behavior in the context of training. The study suggests
that for effective training learning is a precondition. Many of the theories of learning,
though derived from investigations carried out in laboratory conditions, are
substantially different from the practical conditions under which human learning takes
place but have great implications in training and development. Each of the theories
has much to contribute to enrich our understanding of the learning situations though
none of them is most appropriate under all the circumstances. The situation is
analogous to building a house, where sometimes a hammer is a most effective tool,
sometimes a screwdriver, and at other times a saw.

 Neeraj Borate, Dr. Gopalkrishna, H. C. Shiva Prasad, Sanjay Borate(2016):. This

study aims to evaluate the effectiveness of employee training program in the MNC.
Utilizing the Kirkpatrick’s four levels of evaluation model, this study particularly
inspects the responses of the employees to the training programs, the level of
employees learning, the employee’s behaviour on the job effect of the training on the
worker’s state of mind that is attitude of the employees. The research was carried to
evaluate the effectiveness of training program in quality department at multinational
company. This case study approach explores the effectiveness of
a training programme of an organisation by using Kirkpatrick model. The research
methodology used in this study was survey data collection method.

 S. NayanaTara, N.S.Sanath Kumar(2016): This article highlights the critical need

for scaling up concerted efforts to enhance skill development in India, in the context
of the country's transition to a knowledge based economy, through the creation of a
professional skilled workforce. Governmental efforts, especially in the recent past, in
the arena of skill development through various schemes and programmes,
management structures and processes, and the challenges encountered within these
initiatives are discussed. Further, identifying pathways for countering these challenges
and effective implementation of the programmes are examined with a detailed
interview with S. Ramadorai, Chairman, National Skill Development Agency,
Government of India & National Skill Development Corporation; former CEO, MD
and Vice Chairman, Tata Consultancy Services.

11
 VedantSingh, aVirenderSingh, bS.Vaibhavb(2021): The main purpose of this
paper was to review the policies, strategies, and technical considerations for
developing EVs, by analyzing both the Indian EV market and the global evolution of
EVs. This study also considered the development and research status of EVs in India.
In addition, the current deployment of EVs in India, together with the challenges and
opportunities within this sector, was explored and a strength weakness opportunity
and challenges (SWOC) analysis performed. This study will encourage policy makers,
government and businesses to incentivize the deployment of EVs in India in order to
reduce greenhouse gas emissions. It was concluded that the Indian government should
provide more research funds for the development of both EVs and the charging
infrastructure. Also, central government could play a major role in coordinating the
activities of the state and EV related businesses, to support the emerging Indian EV
sector.

 VictoriaSmy, aMarieCahillane, aPiersMacLeana(2021): A behaviourally-anchored

observational rating scale (BAORS) of teamwork based upon the ‘Big Five’
teamwork model (Salas et al., 2005) was selected and adapted for use in a combat
training setting – a UK military field gun competition. The teamwork development of
16 newly-formed teams training to master a historic tactical drill was evaluated over
the course of a week-long residential programme. Training culminated in a timed field
gun competition. Teams were trained and mentored in respects to teamwork and task
work by experienced military instructors. Teamwork was assessed at the outset and
end of training. Significant improvements were evident on all teamwork process
dimensions, with the greatest improvement seen in teams' shared understanding of
teamwork roles and strategies (shared mental models).
 J.W.Richmond(2015): The paper outlines an insight into Tata Motors’ perspective
for sustainable and environmentally friendly transportation with particular emphasis
upon the role of transport electrification. It then describes the development of the Tata
Vista EV focusing upon the major areas of technical development that were necessary
and how these were tackled. The paper then moves on to discuss the development and
performance of a higher specification and even more eco-friendly vehicle version of
the Vista EV, termed Vista EVX, to participate in the Progressive Automotive X-
Prize competition which took place in the USA during the summer of 2010. One of

12
 the big areas of uncertainty when developing electric vehicles is that of the customer
usage patterns. Tata Motors European Technical Centre and partners, in a TSB
collaborative R&D programme (CABLED), are now gaining experience and data and
significant points from this are shared in the paper.

 S. NayanaTara, N.S.Sanath Kumar(2016): This article highlights the critical need

for scaling up concerted efforts to enhance skill development in India, in the context
of the country's transition to a knowledge based economy, through the creation of a
professional skilled workforce. Governmental efforts, especially in the recent past, in
the arena of skill development through various schemes and programmes,
management structures and processes, and the challenges encountered within these
initiatives are discussed. Further, identifying pathways for countering these challenges
and effective implementation of the programmes are examined with a detailed
interview with S. Ramadorai, Chairman, National Skill Development Agency,
Government of India & National Skill Development Corporation; former CEO, MD
and Vice Chairman, Tata Consultancy Services.

 RahulMitra(2011): This study, focusing on the emerging economy context of one of

India's largest automotive companies, Tata Motors, analyzes the thematic framing of
corporate social responsibility (CSR) and corporate reputation. Five CSR frames are
shown: institutionalization, community development, modernization, mainstreaming,
and nation-building. Reputation is framed via: heritage, nationbuilding, technological
advancement, global footprint, and responsibility. The findings suggest how firms
may better align their CSR efforts with regular business, and their larger public
relations campaigns with wider social perceptions of their responsibilities.

 M.SekarDr, aMs. M.Gowri, bMs. G.Ramyac(2012): This study examines the

influence of capital structure on the performance of the company. It is measured using
EBIT-EPS analysis. In this paper an attempt is made to analyze the capital structure of
Tata Motors Limited during the period 2003-04 to 2012-2013, so as to understand the
factors that influenced the capital structure decisions of the company and to know the
impact of capital structure decisions on profitability and performance of the company.

13
 The company's performance is measured through EBIT-EPS analysis. Increase in the
level of debt and net worth increases the debt equity ratio. Capital structure is the
crucial decision to be taken by every business, the positives and negatives of these
decisions plays a important role in determining the future of every business.

 Neeraj Borate, Dr. Gopalkrishna, H. C. Shiva Prasad, Sanjay Borate(2014): This

study particularly inspects the responses of the employees to the training programs,
the level of employees learning, the employee’s behaviour on the job effect of
the training on the worker’s state of mind that is attitude of the employees. The
research was carried to evaluate the effectiveness of training program in quality
department at multinational company. This case study approach explores
the effectiveness of a training programme of an organisation by using Kirkpatrick
model. The research methodology used in this study was survey data collection
method. The Data survey questionnaire based on Kirkpatrick model. Present study
includes all employees of Quality department as sample for this study. A paired
sample T-test was directed and it has been found that the employees find
the training program more effective. This study analyzed experimentally four stages
of measuring training effectiveness with the help of questionnaire. The result of
hypothesis determines four levels have significant impact on training program.

 Aditi Khandelwal(2016): Performance management is integrated process of

performance planning, performance appraisal, performance feedback, performance
counseling or consolidates goal setting, performance appraisal, development in to a
single common system. The aim of such a system is to ensure that employee’s
performance is supporting the company’s strategic aim. Performance management is
integrated process of performance planning, performance appraisal, performance
feedback, performance counseling or consolidates goal setting, performance appraisal,
development in to a single common system. The aim of such a system is to ensure that
employee’s performance is supporting the company’s strategic aim.
 Kimberly Moreno, Sudip Bhattacharjee, Duane M. Brandon(2005): This study
examines the effectiveness of alternative training techniques on improving analytical
procedures performance. To account for the sequential and iterative nature of complex

14
 analytical procedures, we used two different knowledge acquisition mechanisms
(worked-out example and problem solving training) to develop specific training tools
that have not been used in prior audit research. In addition, we combined these
mechanisms with different levels of self-explanation (with self-explanation or without
self-explanation). Participants were provided with no training (baseline group) or
six training techniques that included outcome feedback, worked-out example,
problem solving, self-explanation, worked-out example with self-explanation and
problem solving with self-explanation. Thereafter, participants completed a final
analytical procedures case that had an error seeded in the financial statements. Results
indicate that "worked-out example" or "problem solving training" combined with self-
explanation outperformed all other groups. Additional analyses provide insight on the
performance gains of the various training techniques in the initial hypothesis
generation and subsequent information search and evaluation phases during analytical
procedures. Our findings contribute to the training literature in auditing and
psychology by showing that combinations of techniques are required for designing
effective training for complex diagnostic decision making like analytical procedures.

 Paola Schwizer, Rosalba Casiraghi, Valeria Stefanelli(2011): The paper discusses

the idea that an institutionalized and effective board induction and training process
could maximize the director’s contribution and thus improve board effectiveness in
banks, especially if training and induction are done in a board that respects good
practices with regards to board independence, board diversity, presence of board
committees, degree of directors’ turnover, recommended by regulators and
institutions. In the wake of the recent financial crisis, in fact, a growing
“professionalisation” of directors may be considered as a tool to improve the
board effectiveness in banks. Contrary to the relevance of the topic, the available
literature is very poor. Using the qualitative research methods, the paper shows, first
of all, the state of the art on board induction and training programs for directors in the
25 largest European banks and, then, the results of a survey about the opinions of an
Italian panel on the topic. Findings confirm that induction and training programs for
directors are a fundamental tool to improve the effectiveness of corporate governance.

15
 Ebrima K.Ceesay(2021): The COVID-19 pandemic begins in China in 2019 and
because of the connections of China with the rest of the World in trade and
businesses, the virus started to spread quickly around the World. This rapidly spread
causes serious negative effects on education, small, medium, and large businesses,
economic, health, food security, employment, traveling, environment, energy, market,
even causes countries to take loans and their debt rises. The specific knowledge about
COVID-19 also affects education, which is a source of human capital formation. The
data obtained from an online survey, covered from June 2020 to October 2020. The
methods used are descriptive statistics, correlation, and multiple regression analysis.
As the results generated, we confirmed that peoples’ perception about COVID-19
pandemic increases with mandatory testing in schools. In addition, the results also
revealed that the work from the home measure is an insignificant negative impact on
perception. 10% increases in work from the home measure, decreases people’s
perception by 0.0305%. The results also confirmed that the reopening of schools had
significant negative impact on mandatory testing in schools.10% increases in the
reopening of school, decrease the mandatory testing in schools by 0.071%. In this
regard, the main aim of this research is to understand the role of the COVID-19
pandemic on education, staff development, and training in Africa.

 PetaChirgwin(2021): This paper explores the obstructions mine controllers face,

examining the fundamental reasons why technology adaption does not reach its full
potential and why the industry is facing a skills resource shortage in this area. The
findings reveal issues with technology integration, particularly in job design and
training for the mine controller, are resulting in a shortage of available candidates for
autonomous control. Therefor there is a need to develop robust workplace training
practices, coupled with higher education that is valid, effective, and adaptable to an
ever-changing and technology-intensive working environment. This is the first of two
papers developing our understanding of the job design and task allocations of a mine
controller's role. This will assist in addressing the shortcomings of inadequately
designed Human Machine Interfaces (HMI) and facilitate improvements in human
factors. The goals of this first paper are to present a field study of the mine controller
role from a human factors' perspective.

16
 AmandaMiller(2020): This paper explores whether vocational education is a
constructive development initiative to redress gaps in education in Cambodia, and
progress social and economic outcomes for the future. The dataset that underpins this
article includes empirical research that was conducted on-site over two months in a
Non-Government Organization (NGO) vocational hospitality school strategically
located in the tourist district of Siem Reap, Cambodia. In addition to hospitality skills
training, the NGO supported the human development of the students through a
capabilities approach. The rights based, participatory research enquires into the lived
experiences of one cohort of students who migrated to Siem Reap from poor rural
communities to find employment and escape poverty and hunger. Results conclude
that students faced competing demands between their gendered, traditional cultural
values and the experiences of equity and empowerment provided in their hospitality
training. Conclusions drawn through the student's narratives facilitate a deeper
understanding of the lived experiences of impoverished migrant youth in Siem Reap
and contribute to a better understanding of the human development impact of
vocational training through a capabilities approach. These findings are pertinent for
other communities navigating through development based, vocational education
programs.

 K. Gonchkar(2012): This paper is based on an empirical (Survey) study covers only

the public sector banks (PSB’s) operating in Bangalore, India and their officers
regarding the impact of training and development of officers on their performance. It
also explains that training and development has impact on employee’s skills,
knowledge, attitudes and behavior, job performance, productivity which means the
officers feel to work for the benefit of the bank if they
find training and development to be for their benefit. If the subjects of
the training and development were pertinent to the officer’s job interest, they find
the training and development to be more interesting, innovative and work towards the
benefit of the organization. The officers want to the training to be more specific
towards their jobs so that they can utilize that on their jobs. Training in public sector
banks is traditional in approach and normally concentrates on the improvement of
operative skills, interpersonal skills, decision-making skills, or a combination of these
yes, wonder of wonders, any mention of customer or customer service is absent. No
wonder when one enters into a public sector bank this is what one gets to see, the

17
 employees with their heads bent down are busy with their work. The customer seems
to be an intrusion to them and their institution

 Rajendran Karuppannan(2012):The study concludes that 98 percent of respondents

expressed that trainings improved the work efficiency and 96 percent of respondents
favorably accepted that trainings are essential for organizational development.
Majority (95 percent) of the respondents felt that training is essential for all
employees and same level of employees expressed that training should be made
compulsory in all Co-operative Banks. Among the personal factors,
Age and Education have no influence on attitude towards training, but there is a
significant relationship exists between experience of the employees and training.

 Giorgio Brunello, Martin Schlotter(2011): This paper reviews the empirical

economic literature on the relative importance of non cognitive skills for
school and labour market outcomes, with a focus on Europe. There is evidence that
high cognitive test scores are likely to result not only from high cognitive skills but
also from high motivation and adequate personality traits. This suggests that part of
the contribution of cognitive skills to economic growth could be due to personality
traits. Across large parts of the literature, there is consensus that non cognitive skills
have important effects both on school attainment and on labour market outcomes.
These effects might be as important as the effects of cognitive skills.

 Firdouse Rahman Khan(2009): This paper attempts to throw light on the

infrastructures that has to be developed in order to cultivate the quality of leadership
among potential enterprising young men. Attempts are being made to inculcate the
spirit of entrepreneurship. The empirical results revealed that most of the selected
entrepreneurs (small scale industries) perceived the relevance of these factors which
motivate the entrepreneurs to the highest degree. The study also reveals that the
factors which are not considered to be of high importance in the earlier days like
education, knowledge and training which plays crucial role in motivating most of the
entrepreneurs in the recent period. There exists necessity for Government and the
related sponsoring institutions to look into these factors and encourage the young
entrepreneurs who in turn will render their full support towards national economy.

18
ABOUT TRAINING AND DEVELOPMENT
The process of providing employees with specific skills or helping those correct deficiencies
in their performance. —– Luis R. Gomez Mejia, —– David B Balkan.

Training is a process whereby people acquire capabilities to aid in the achievement of

organizational goals. —– Robert L Mathis, —– John H.Jackson.

Training is a process to increase an employee’s ability to perform through learning, usually

by changing the employee attitude or increasing his or her skills and knowledge. —– K.
Aswathappa.

Companies have found that investment in human capital in the form of training and
development yields high returns. The ones that recognize the value of their employees and
place a new emphasis on education and training are becoming more competitive, successful,
and profitable as a result.

According to a study by Knowledge Assessment Management, companies in the top 20

percent of those who spend money on training receive higher returns in the stock market.
Some training and development programs teach new hires to perform a specific job, while
others update the skills and knowledge of established employees. Some of the money is spent
to provide technology-related training that teaches employee to operate, maintain, or repair
equipment used in the workplace. Technology training is needed for workers in industries as
diverse as construction, manufacturing, health, and transportation. Technical professionals
include scientists, architects, engineers, and health professionals. Blue-collar technical
workers include mechanics, repair people, and those in precision production jobs.
Technology is constantly changing and therefore job responsibilities are constantly changing,
requiring many workers to update their skills on a regular basis. After employees have been
selected for various positions in an organization, training them for the specific tasks to which
they have been assigned assumes greater importance.

According to Flippo, training is the act of increasing the knowledge and skills of an employee
for doing a particular job. The major outcome of training is learning. A trainee learns new

19
habits, refined skills and useful knowledge during the training that helps him improve
performance. Features of training. Increases knowledge and skills for doing a job. Bridges the
gap between job needs and employee skills, knowledge and behavior. Job oriented process,
vocational in nature. Short term activity designed essentially for operatives.

Training is a process of learning a sequence of programmed behavior. It is the application of

knowledge & gives people an awareness of rules & procedures to guide their behavior. It
helps in bringing about positive change in the knowledge, skills & attitudes of employees.
Thus, training is a process that tries to improve skills or add to the existing level of
knowledge so that the employee is better equipped to do his present job or to mould him to be
fit for a higher job involving higher responsibilities. It bridges the gap between what the
employee has & what the job demands. Training refers to a planned effort by a company to
facilitate employees’ learning of job related competencies. These competencies include
knowledge, skills, or behaviors that are critical for successful job performance. The goal of
training is for employees to master the knowledge, skill, and behaviors emphasized in
training programs and to apply them to their day to day activities. Training is seen as one of
several possible solutions to improve performance.

Other solutions can include such actions as changing the job or increasing employee
motivation through pay and incentives. Today there is a greater emphasis on-

 Providing educational opportunities for all employees. These educational

opportunities may include training programs, but they also include support for taking
courses offered outside the company, self-study, and learning through job rotation.

 An ongoing process of performance improvement that is directly measurable rather

than organizing one time training events.

 The need to demonstrate to executives, managers, and trainees the benefits of training.

 Learning as a lifelong event in which senior management, trainer manager, and

employees have ownership.

 Training being used to help attain strategic business objectives, which help

20
 companies, gains a competitive advantage.

The term training refers to the acquisition of knowledge, skills, and competencies as a result
of the teaching of vocational or practical skills and knowledge that relate to specific useful
competencies. It forms the core of apprenticeships and provides the backbone of content at
institutes of technology (also known as technical colleges or polytechnics). In addition to the
basic training required for a trade, occupation or profession, observers of the labor-
marketrecognize as of 2008[update] the need to continue training beyond initial
qualifications: to maintain, upgrade and update skills throughout working life. People within
many professions and occupations may refer to this sort of training as professional
development.

Training usually refers to some kind of organized (and finite it time) event — a seminar,
workshop that has a specific beginning data and end date. It’s often a group activity, but the
word training is also used to refer to specific instruction done one on one. Employee
development, however, is a much bigger, inclusive “thing”.

For example, if a manager pairs up a relatively new employee with a more experienced
employee to help the new employee learns about the job, that’s really employee development.
If a manager coaches and employee in an ongoing way, that’s employee development. Or,
employees may rotate job responsibilities to learn about the jobs of their colleagues and gain
experience so they might eventually have more promotion opportunities. That’s employee
development.

In other words employee development is a broader term that includes training as one, and
only one of its methods for encouraging employee learning. The important point here is that
different activities are better for the achievement of different results. For example, if the
desire is provide an employee with a better understanding of how the department works, job
rotation might work very well. If the goal is to improve the employee’s ability to use a
computer based accounting package direct training would be more appropriate than, let’s say,
job rotation.

TRAINING AND DEVELOPMENT OBJECTIVES

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The principal objective of training and development division is to make sure the availability
of a skilled and willing workforce to an organization. In addition to that, there are four other
objectives: Individual, Organizational, Functional, and Societal.Training and development is
a subsystem of an organization. It ensures that randomness is reduced and learning or
behavioural change takes place in structured format.

Individual Objectives – help employees in achieving their personal goals, which in turn,
enhances the individual contribution to an organization.

Organizational Objectives – assist the organization with its primary objective by bringing
individual effectiveness.

Functional Objectives – maintain the department’s contribution at a level suitable to the

organization’s needs.

Societal Objectives – ensure that an organization is ethically and socially responsible to the
needs and challenges of the society.

The quality of employees and their development through training and education are major
factors in determining long-term profitability of a small business. If you hire and keep good
employees, it is good policy to invest in the development of their skills, so they can increase
their productivity. Training often is considered for new employees only. This is a mistake
because ongoing training for current employees helps them adjust to rapidly changing job
requirements. Reasons for emphasizing the growth and development of personnel include.

 Creating a pool of readily available and adequate replacements for personnel who may
leave or move up in the organization.

 Enhancing the company’s ability to adopt and use advances in technology because of a
sufficiently knowledgeable staff.

 Building a more efficient, effective and highly motivated team, which enhances the
company’s competitive position and improves employee morale.

 Ensuring adequate human resources for expansion into new programs.

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 Research has shown specific benefits that a small business receives from training and
developing its workers, including:

 Increased productivity.

 Reduced employee turnover.

 Increased efficiency resulting in financial gains.

 Decreased need for supervision.

Employees frequently develop a greater sense of self-worth, dignity and well-being as they
become more valuable to the firm and to society.

Generally, they will receive a greater share of the material gains that result from their
increased productivity. These factors give them a sense of satisfaction through the
achievement of personal and company goals.

IMPORTANCE

Training is crucial for organizational development and success. It is fruitful to both

employers and employees of an organization. An employee will become more efficient and
productive if he is trained well.

The benefits of training can be summed up as:

1. Improves Morale of Employees- Training helps the employee to get job security and job
satisfaction. The more satisfied the employee is and the greater is his morale, the more he will
contribute to organizational success and the lesser will be employee absenteeism and
turnover.

2. Less Supervision- A well trained employee will be well acquainted with the job and will
need less of supervision. Thus, there will be less wastage of time and efforts.

3. Fewer Accidents- Errors are likely to occur if the employees lack knowledge and skills

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required for doing a particular job. The more trained an employee is, the less are the chances
of committing accidents in job and the more proficient the employee becomes.

4. Chances of Promotion- Employees acquire skills and efficiency during training. They
become more eligible for promotion. They become an asset for the organization.

5. Increased Productivity- Training improves efficiency and productivity of employees.

Well trained employees show both quantity and quality performance. There is less wastage of
time, money and resources if employees are properly trained

OBJECTIVES AND PROCESS OF EMPLOYEE TRAINING

The training design process refers to a systematic approach for developing training programs.
It includes the seven steps in this process. Training is one of the most profitable investments
an organization can make. No matter what business or industry you are in the steps for an
effective training process are the same and may be adapted anywhere. If you have ever
thought about developing a training program within your organization consider the following
four basic training steps. You will find that all four of these steps are mutually necessary for
any training program to be effective and efficient.
Step1 is to conduct a needs assessment, which is necessary to identify whether training is
needed. This step identifies activities to justify an investment for training. The techniques
necessary for the data collection are surveys, observations, interviews, and customer
comment cards. Several examples of an analysis outlining specific training needs are
customer dissatisfaction, low morale, low productivity, and high turnover.
The objective in establishing a needs analysis is to find out the answers to the following
questions:
 “Why” is training needed?
 “What” type of training is needed?
 “When” is the training needed?
 “Where” is the training needed?
 “Who” needs the training? and “Who” will conduct the training?
 “How” will the training be performed?

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By determining training needs, an organization can decide what specific knowledge, skills,
and attitudes are needed to improve the employee’s performance in accordance with the
company’s standards. The needs analysis is the starting point for all training. The primary
objective of all training is to improve individual and organizational performance. Establishing
a needs analysis is, and should always be the first step of the training process.
Step 2 is to ensure that employees have the motivation and basic skills necessary to master
training content. This step establishes the development of current job descriptions and
standards and procedures. Job descriptions should be clear and concise and may serve as a
major training tool for the identification of guidelines. Once the job description is completed,
a complete list of standards and procedures should be established from each responsibility
outlined in the job description. This will standardize the necessary guidelines for any future
training.
Step 3 is to create a learning environment that has the features necessary for learning to
occur. This step is responsible for the instruction and delivery of the training program. Once
you have designated your trainers, the training technique must be decided. One-on-one
training, on-the-job training, group training, seminars, and workshops are the most popular
methods. Before presenting a training session, make sure you have a thorough understanding
of the following characteristics of an effective trainer.

The trainer should have:

A desire to teach the subject being taught.
A working knowledge of the subject being taught.
An ability to motivate participants to “want” to learn.
A good sense of humour.
A dynamic appearance and good posture.
A strong passion for their topic.
A strong compassion towards their participants.
Appropriate audio/visual equipment to enhance the training session.
For a training program to be successful, the trainer should be conscious of several essential
elements, including a controlled environment, good planning, the use of various training
methods, good communication skills and trainee participation.

Step 4 is to ensure that trainees apply the training content to their jobs. This step will
determine how effective and profitable your training program has been. Methods for

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evaluation are pre-and post- surveys of customer comments cards, the establishment of a
cost/benefit analysis outlining your expenses and returns, and an increase in customer
satisfaction and profits. The reason for an evaluation system is simple.
The evaluations of training programs are without a doubt the most important step in the
training process. It is this step that will indicate the effectiveness of both the training as well
as the trainer. There are several obvious benefits for evaluating a training program. First,
evaluations will provide feedback on the trainer’s performance, allowing them to improve
themselves for future programs. Second, evaluations will indicate its cost-effectiveness.
Third, evaluations are an efficient way to determine the overall effectiveness of the training
program for the employees as well as the organization.

ADVANTAGES OF ON THE JOB TRAINING METHODS

On the job training method has the following advantages that can be considered:
 Generally, most cost-effective
 Employees are actually productive
 Opportunity to learn whilst doing
 Training alongside real colleagues.
 Training can be delivered on time and at the optimum time.
 The trainee will have the good opportunities to practice and implement.
 The trainee will have feedbacks.
 Trainee builds confidence by working with own speed and productivity

DEVELOPMENT
It is also known as ‘management development’ or ‘executive development’. It is one of the
fastest developing areas in personnel. It is realized that an effective management team may be
as important to the survival of an organization as any tangible item on the balance sheet.
Interest in management development is great partly due to the shortage of well-trained
managers. Executive development or management development is a systematic process of
learning and growth by which managerial personnel gain and apply knowledge, skills,
attitudes and insights to manage the work in their organization effectively and efficiently.

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The program of executive development aims at achieving following purposes: -

 To sustain good performance of managers throughout their careers by exploiting their

full potential.
 To understand economic, technical, and institutional forces in order to solve business
problems.
 To acquire knowledge about problems of human resources.
 To think through problems this may confront the organization now or in the future.
 To develop responsible leaders.
 To inculcate knowledge of human motivation and human relationships.
 To increase proficiency in management techniques such as work study, inventory
control, operations research and quality control.

Johnson and Sorcher write, “Management development focuses on developing in a

systematic manner, the knowledge base, attitudes, basic skills, interpersonal skills and
technical skills of the managerial cadre.”

The characteristics of executive development are as following: -

 Executive development is a planned and organized process of learning
 It is an ongoing and never ending exercise.
 Executive development is a long term process as managerial skills cannot be
developed overnight.
 It aims at preparing managers for managers.

Today, it is the growth that makes one person stay at the company. The opportunity and
challenges is what keeps a person satisfied and charmed with his job. Companies have
understood this fact and therefore are forming policies and procedures to develop their
employees.

Executive development Program (EDP) is one such program. With Human resource making a
move from a welfare department to a strategic partner, more and more companies are
undertaking this program. We at Career Solutions provide you the opportunity of developing
a specific EDP for your company. There are four major steps to be covered during the EDP
1) Problem Assessment: the experts along with the concerned employees and CEO shall

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begin with an assessment of the company’s current problem and owner’s plans of the future.
2) Management Audit and Appraisal: there shall be regular feedback sessions to check as to
whether we are reaching where we are supposed to reach.
3) Analysis of Development Needs: here the problem that has been uncovered shall be tried
to and remedied via a development program.
4) Identify Replacement Needs: the assessment may uncover a need to recruit and select new
management talent. The format of EDP will vary with company’s size and nature of
operation so as to provide optimum result.

Executive development is more future oriented. It is more concerned with education than is
employee training. In today’s competitive environment, an organization has to be concerned
about the development of supervisors, middle level managers and top-level executive.
Executive development is important for the following reasons: -
 Executive development programmes are required to train and develop professional
managers.
 It helps managers to develop skills to face cut throat competition.
 It enables managers to face problems related to technology and institution.
 It helps in developing better relations with the labours.
 Executives need training and education to understand and adjust to changes in socio-
economic changes.
 Executive development is required to broader the outlook of managers

FACTORS INFLUENCING EXECUTIVE DEVELOPMENT

A host of factors influencing the executive development processes in organizations are as
follows:-
 Failure to train the managers will lead to ineffective and inefficient managers who
negatively affect the organization’s performance.
 In the absence of training and developmental avenues, the performing managers may
get demotivated and frustrated in leading the organizations. This would lead to severe
losses for the organization in financial parameters, in terms of the cost of recruiting
and training the new incumbent.
 The organizational performance may be affected by the loss of market shares, lower
sales, reduced profitability, etc.

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  The absence/ shortage of trained and skilled managers make it important for the
organizations to have appropriate retention strategies. Training and development is
being used by organizations as a part of their retention strategy.
 The competitive pressures make it necessary for organizations to continuously roll out
new products and services, and also maintain the quality of the existing ones. The
training and development of managers would help them in developing the
competencies in these areas.
 The competitive environment is making it imperative for the organizations to
continuously restructure and re-engineer, and to embark upon these processes, it is
essential for the organizations to train the managers for the new scenarios.

Management development programs help in acquiring and developing managerial skill and
knowledge. A Varity of methods of management development have come into prominence
these days. Different types of techniques are used to acquire and develop various types of
managerial skill and knowledge as given in the table below:

S No. COMPETENCY METHODS

DEVELOPMENT AREA
1 Decision- making skill In-Basket, Business game, Case study
2 Interpersonal skill Role plying, Sensitivity Training
3 Job Knowledge On-the Job experiences, Coaching,
Understudy
4 Organizational Knowledge Job Rotation, Muliple Management
5 General Knowledge Special course, Special Meeting, Specific
Reading
6 Specific Individual Needs Special Project, Committee Assignments

The various techniques of executive development may be classified into two broad
categories: - Organizational Planning Program Targeting Discovering the key position
Appraisal Replacement skill abilities Individual development

1. On the Job Techniques: It is delivered to employees while they perform their regular
jobs. In this way, they do not lose time while they are learning. After a plan is developed

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 for what should be taught, employees should be informed of the details. A time-table
should be established with periodic evaluations to inform employees about their
progress.
On-the-job techniques include orientations, job instruction training, apprenticeships,
internships and assistantships, job rotation and coaching. It consists of: -

 Coaching-Coaching is a one-to-one relationship between trainees and supervisors

which offers workers continued guidance and feedback on how well they are handling
their tasks. The coach assigns the task, monitors the trainee behavior, and provides
reinforcement and feedback. Coaching is commonly used for all kinds of trainees, from
unskilled to managerial position. This method is critically depending on the quality of
the coach.

 Under Study- An understudy may be assistant to someone or special assistant to some

supervisory or executive positions. He learns by experience, observation, guidance and
coaching.
 Position Rotation-This involves the movement of the trainee from one job to another.
This helps him to have a general understanding of how the organization functions. Apart
from releasing boredom, Job rotation allows workers to build rapport with a wide range
of individuals within the organization, facilitating future cooperation among various
departments. Such cross-trained personnel offer a great deal of flexibility for
organizations when transfers, promotions or replacement become inevitable.
 Multiple Management- It provides knowledge about the organization to the junior
and middle managerial personnel. Here the members are exposed to all types of the
decision taken at higher level.

2. Off-the-Job Technique:
 Lectures- It is a traditional and direct method of instruction. The instructor organizes
the material and gives it to a group of trainees in the form of a talk. To be effective, the
lecture must motivate and create interest among the trainees. An advantage of this
method is that it is direct and can be used for a large group of trainees. The major
limitation of this method is that it does not provide for the transfer of training
effectively.
 Case Studies- It presents the trainees with a written description of a business or

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 organizational problem. The object of the case method is to teach the trainees how to
analyze information, generate alternative decisions, and evaluate the alternatives. Cases
can be analyzed by individuals or small groups. Feedback and reinforcement are
provided through oral discussion or written comments from the instructor.
 Group Discussions- This method is a direct discussion on a specific topic conducted
with a relatively small group of trainees. This method is useful for teaching and
exploring difficult conceptual materials, and for changing attitudes and opinions. It
provides opportunity for feedback, reinforcement practice, motivation, and transfer,
largely due to the active interchange of ideas between the participants.

 Role Playing- In most of role-playing assignments, each of the student takes the role
of a person affected by an issues on human life and effect the human activities all around
us from the perspective of that person.
 Management Games- Verities of business and management games have been devised
and are being used with the varying degree of success in the developing programmes. A
management game is classroom exercise in which a number of team of trainees
competes against each other to achieve certain objectives.
 Sensitivity Training- It has been successfully employed by behavioral scientists over
the past thirty years. Sensitivity to the circumstances and feeling of others is the
cornerstone of human relationships. It is important to note that sensitivity is not just an
emotion; it must express itself in actions as well, especially when people we know are
experiencing pain and difficulties.

Career development is an organized approach used to match employee goals with the
business needs of the agency in support of workforce development initiatives. The
purpose of career development is to:
 Enhance each employee’s current job performance.
 Enable individuals to take advantage of future job opportunities.
 Fulfil agencies’ goals for a dynamic and effective workforce.

Career development involves managing your career either within or between

organizations. It also includes learning new skills, and making improvements to help you
in your career. Career development is an ongoing, lifelong process to help you learn and
achieve more in your career. Whether you are looking at making a career change, or

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moving up within a company, planning your own career development will help you
succeed. By creating a personal career development plan, you can set goals and
objectives for your own personal career growth. Don’t make the mistake of leaving your
career development future in the hands of your employer, hoping that you will get the
next promotion or pay raise.

This misconception can lead to job dissatisfaction and resentment. Career planning is a
lifelong process, which includes choosing an occupation, getting a job, growing in our
job, possibly changing careers, and eventually retiring. The Career Planning Site offers
coverage of all these areas. This article will focus on career choice and the process one
goes through in selecting an occupation. This may happen once in our lifetimes, but it is
more likely to happen several times as we first define and then redefine ourselves and
our goals. Managers are responsible for linking the organization’s needs to employee
career goals, and can assist employees in the career planning process. Human Resources
is responsible for designing career paths and employee development programs that help
employees reach their goals. Each employee is responsible for planning and managing
his/her career.

OBJECTIVE

Career Management is the combination of structured planning and the active

management choice of one’s own professional career. The outcome of successful career
management should include personal fulfillment, work/life balance, goal achievement
and financial assurance. The word career refers to all types of employment ranging from
semi-skilled through skilled, and semiprofessional to professional.

The term career has often been restricted to suggest an employment commitment to a
single trade skill, profession or business firm for the entire working life of a person. In
recent years, however, career now refers to changes or modifications in employment
during the foreseeable future. There are many definitions by management scholars of the
stages in the managerial process.

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The following classification system with minor variations is widely used:
1. Development of overall goals and objectives,
2. Development of a strategy (a general means to accomplish the selected
goals/objectives),
3. Development of the specific means (policies, rules, procedures and activities) to
implement the strategy, and
4. Systematic evaluation of the progress toward the achievement of the selected
goals/objectives to modify the strategy, if necessary.

The career management process begins with setting goals/objectives. A relatively

specific goal/objective must be formulated. This task may be quite difficult when the
individual lacks knowledge of career opportunities and/or is not fully aware of their
talents and abilities. However, the entire career management process is based on the
establishment of defined goals/objectives whether specific or general in nature. Utilizing
career assessments may be a critical step in identifying opportunities and career paths
that most resonate with someone. Career assessments can range from quick and informal
like those on CareerBuilder or may be more in depth like those such as Myers-Briggs
and Career Leader supported assessments found on My Path. Regardless of the ones you
use, you will need to evaluate them. Most assessments found today for free (although
good) do not offer an in-depth evaluation.

The time horizon for the achievement of the selected goals or objectives - short term,
medium term or long term - will have a major influence on their formulation.
1. Short term goals (one or two years) are usually specific and limited in scope. Short
term goals are easier to formulate. Make sure they are achievable and relate to your
longer term career goals.
2. Intermediate goals (3 to 20 years) tend to be less specific and more open ended than
short term goals. Both intermediate and long term goals are more difficult to formulate
than short term goals because there are so many unknowns about the future.
3. Long term goals (more than 100 years), of course, are the most fluid of all. Lack of
life experience and knowledge about potential opportunities and pitfalls make the
formulation of long term goals/ objectives very difficult. Long range goals/objectives,
however, may be easily modified as additional information is received without a great

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loss of career efforts because of experience/knowledge transfer from one career to
another.
4. Making career choices and decisions – the traditional focus of careers
interventions. The changed nature of work means that individuals may now have to
revisit this process more frequently now and in the future, more than in the past.
5. Managing the organizational career – concerns the career management tasks of
individuals within the workplace, such as decision-making, life-stage transitions, dealing
with stress etc.
6. Managing ‘boundary less’ careers – refers to skills needed by workers whose
employment is beyond the boundaries of a single organization, a work style common
among, for example, artists and designers.
7. Taking control of one’s personal development – as employers take less
responsibility, employees need to take control of their own development in order to
maintain and enhance their employability.

Career development, as both a field of study and a practical form of training for workers,
is primarily concerned with producing better employees and maximizing employee
potential. Career development programs can help the unemployed find jobs or provide
workers with the skills and tools they need to advance within a government agency,
corporation or organization.

Self-Awareness- One of the major objectives of any career development program is a

heightened sense of self-awareness for participants. Employees should be able to
identify their strengths and weaknesses, in order to apply their skills more effectively.
Understanding shortcomings is also useful in teaching employees where to focus efforts
toward improvements. Self-awareness is also related to understanding the difference
between real and perceived career advancement limitations. By examining available
opportunities and making an honest assessment of an employee’s skills, career
development seeks to give every employee a realistic outlook on the future.
Flexibility- Career development also sets enhanced flexibility as a goal. Employees
work in a changing world and adaptation is an essential skill. This may mean
abandoning practices that have worked in the past, or devoting time to education and
new training. Employees who find themselves unable to adapt in a changing workplace
may suffer from decreased productivity or be unable to compete with workers whose

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skills are more flexible and easier to apply across a range of tasks.
Education- Education is among the more straightforward objectives of career
development. Such programs attempt to give employees, or prospective employees,
access to information about job opportunities and options for skills training. Following
up with such employees is an important objective as well, since this gives those who
work in career development a way of measuring the program’s effectiveness.

Sensitivity to Diversity- Many career development programs make sensitivity to

diversity in the workplace a top priority. With ever-increasing globalization, workers are
frequently put into contact with members of different backgrounds and cultures.
Understanding the value of diverse work habits and viewpoints can prevent this from
becoming a point of confusion or misunderstanding. At the same time, educating
workers about the customs and concerns of others can help prevent social problems or
embarrassment in a diverse workplace.

PROCESS
Career development and the career planning process include a number of specific steps
that help to identify personal skills and attributes. Finding out how those skills can be
utilized in the job market is accomplished by researching a number of career fields that
are of interest to you and then by gaining experience in those fields and/or speaking to
people currently working in the field. Participating in some form of experiential
education will help you to identify if the field is the right choice for you.

Step #1: Self-Assessment Evaluating who you are as a person. This involves taking a
personal inventory of who you are and identifying your individual values, interests,
skills, and personal qualities. What makes you tick as a person? You will look at those
personal attributes under a microscope and come up with key qualities you can identify
and use in your search for the perfect career. Career assessments may be required to
promote a better understanding of personal attributes and skills. Contact your Career
Services Office at your college to discuss if a career assessment may be right for you.

Step #2: Research (Career Exploration) Obtain an insider’s perspective about the career
field you are considering. Conduct Informational Interviews in person, phone, or by
email. Professionals enjoy sharing their expertise with people interested in the 93 field.

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Perform informational interviews with alumni from your college to gain their
perspective of the field and to listen to what they have to say. This strategy provides
firsthand knowledge from someone currently working in the field and gives you an
opportunity to ask about their experiences as well as potential jobs and what one might
expect if just entering the field. Gain experience through internships or by job
shadowing for one to several days to see what a typical work day entails and to gain
perspective of what the environment is like and the typical job responsibilities of
someone working in the field. Research what types of jobs are available in your area of
interest by checking out Majors to Career Converter, The Occupational Outlook
Handbook and The Career Guide to Industries. The Occupational Outlook Handbook
offers a wealth of information for those currently just entering the job market and for
those anticipating making a career change.

Step #3: Decision-Making Once you’ve made a thorough self-assessment and have
done some research of career options, it’s time to make a decision. This can be difficult
since there may still be many unknowns and a fear of making the wrong choice. One
thing for sure is that although we can do all the necessary steps to making an informed
decision, there is no absolute certainty that we are unquestioningly making the right
decision. This uncertainty is easier for some people than others but a key point to
remember is that you can always learn from any job you have and take those skills and
apply them at your next job.

Step#4: Search (Taking Action) It’s now time to look for prospective jobs and/or
employers, send out cover letters and resumes, and begin networking with people in the
field. Keep in mind that cover letters and resumes are designed to make a favorable
impression on employers (if done properly) and the interview process is what will
ultimately land you the job. In other words, make sure your cover letter and resume
highlight your skills and strengths based on the employer’s needs and that you are fully
prepared to knock their socks off at the interview. Take time to research the employer’s
website prior to the interview, and be prepared to ask thoughtful questions based on your
research.

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Step #5: Acceptance Wow! You’ve completed all of the steps above and you’ve been
accepted into a new and exciting or different job. Congratulations! According to the
Bureau of Labor Statistics, 64.1% of people change jobs between 5 and 14 times in their
lifetime. Consequently, learning the skills above will increase your chances of gaining
meaningful and satisfactory work as well as help you to avoid many of the stresses that
occur with changing jobs. By recognizing that change is good (even advantageous),
changing jobs can be viewed as a positive experience and need not be as anxiety
provoking as it may initially seem. You will continue the process of self-assessment,
research, decision-making, and job searching in order to make effective and fulfilling
career changes throughout your lifetime. It is a known fact that most professionals leave
an organization due to lack of career growth. Active career development initiatives by a
company are a key retention tool to keep the best talent within its fold. It is one of the
greatest motivators to keep an employee happy and engaged. But does career planning
and development of employees actually make a difference to the productivity of a
worker? Most organizations think so, and consider it a part of their critical human
resource strategy. From the employees’ point of view career development initiatives
gives them a clear focus about their career track, the blind spots that they have to
overcome and the final goal to be reached.

This focused approach works to their advantage from their everyday work to long-term
aspirations. The impact of career development/ succession planning programmes can be
seen through the productivity indicator, engagement surveys and reduction in attrition
rate. It is in fact a win-win situation for all.

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 CHAPTER III
INDUSTRY PROFILE
AND
COMPANY PROFILE

38
SECTOR PROFILE: INFORMATION TECHNOLOGY (IT)

Information Technology (IT) has made possible information access at gigabit speeds. It has
created a level playing field among nations and has a positive impact on the lives of millions.

Today, a country's IT potential is paramount for its march towards global competitiveness,
healthy gross domestic product (GDP) and meeting up energy and environmental challenges.

The Indian IT and Information Technology enabled Services (ITeS) sectors go hand-in-hand
in every aspect. The industry has not only transformed India's image on the global platform,
but also fuelled economic growth by energizing the higher education sector (especially in
engineering and computer science). The industry has employed almost 10 million Indians
and, hence, has contributed significantly to social transformation in the country.

India is one of the fastest-growing IT services markets in the world. It is also the world's
largest sourcing destination, accounting for approximately 52 per cent of the US$ 124-130
billion market. The country's cost competitiveness in providing IT services continues to be its
USP in the global sourcing market.

India has the potential to build a US$ 100 billion software product industry by 2025,
according to Indian Software Product Industry Roundtable (iSPIRT). The software products
market in India, which includes accounting software and cloud computing-based telephony
services, is expected to grow at 14 per cent in 2014.

Market Size

The Indian IT-BPM industry is expected to add revenues of US$ 13-14 billion to the existing
revenues by FY15, according to National Association of Software and Services Companies
(NASSCOM).

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The industry grew at a compound annual growth rate (CAGR) of 13.1 per cent during FY08-
13.Total exports from the IT-BPM sector (excluding hardware) were estimated at US$ 76
billion during FY13. Export of IT services has been the major contributor, accounting for
57.9 per cent of total IT exports (excluding hardware) in FY13. BPM accounted for 23.5 per
cent of total IT exports during the same fiscal. The IT outsourcing sector is expected to see
exports growing by 13-15 per cent during FY15.

The data center infrastructure market of India is estimated to reach US$ 2.03 billion in 2015,
a 5.4 per cent increase from US$ 1.92 billion in 2014.

The sale of personal computers (PC) in India has registered significant growth as 2.55 million
units were sold in January-June, 2014 compared to 2.03 million units in the corresponding
period of 2013.

E-commerce space in India is expected to grow at 20-25 per cent over the next 2-3 years in
terms of jobs, salaries and growth, which in turn could create at least 150,000 jobs. The
current estimated size of the industry is about Rs 18,000 crore (US$ 2.91 billion) and is
expected to reach Rs 50,000 crore (US$ 8.08 billion) by 2016 and as the industry grows, the
demand for talent would grow proportionally.

Investments

Indian IT's core competencies and strengths have placed it on the international canvas,
attracting investments from major countries.

According to data released by the Department of Industrial Policy and Promotion (DIPP), the
computer software and hardware sector attracted foreign direct investment (FDI) worth US$
13,238.58 million between April 2000 and September 2014.

Some of the major investments in the Indian IT and ITeS sector are as follows:

• Microsoft plans to offer its commercial and cloud services-Azure and Office 365-from three
local data centers by the end of 2015, making it the first technology company to set up cloud
data centers in India.

40
• Infosys plans to invest Rs 1,400 crore (US$ 228.04 million) in a campus proposed to be
built in Noida, Uttar Pradesh. The project is estimated to generate 35,000 direct and indirect
jobs.

• Cognizant has acquired US-based digital marketing agency Cabinet Group. The latter is
expected to boost Cognizant's presence in the healthcare segment.

• Visa plans to set up a technology center in India in 2014 and join a host of global system
players who have established technology centers in the country to access its software and
engineering talent.

• Genpact Ltd has signed an agreement with the US-based Automation Anywhere to provide
automated business processes for its clients.

• Nielsen India has acquired Indicus Analytics. This acquisition will add to Nielsen's
capabilities for macro and microeconomic research for the public and private sectors.

Government Initiatives

The Government of India has played a key role with public funding of a large, well trained
pool of engineers and management personnel who could forge the Indian IT industry.

Its spending on information technology (IT) will reach US$ 7.2 billion in 2015, a five per
cent increase over 2014, according to a report by Gartner Inc.

Some of the major initiatives taken by the government to promote IT and ITeS sector in India
are as follows:

• The Government of India through the Board of Approval (BoA) under the Union Ministry
of Commerce and Industry has approved Wipro Ltd's plan of setting up a special economic
zone (SEZ) in Visakhapatnam.

• The Government of India has launched the bharat domain name which will cover eight
languages. The domain will help to bridge the digital divide and enhance the reach of the
Internet to remote villages.

41
• The Government of Andhra Pradesh and Google India have signed a Memorandum of
Understanding (MoU) to launch a number of initiatives aimed at bridging the state's digital
divide and enabling skill development.

• The Government of Karnataka and Nasscom plan to launch a series of new initiatives to
help shore up the local startup and technology ecosystem in the state, including plans to build
one of Asia's largest startup warehouses and also the country's first 'hack-celerator'.

• The Central Government and the respective state governments are expected to collectively
spend US$ 6.4 billion on IT products and services in 2014, an increase of 4.3 per cent over
2013, according to a study by Gartner.

Road Ahead

India continues to be the topmost offshoring destination for IT companies followed by China
and Malaysia in second and third position, respectively. Leading IT services firms are
expanding their traditional offerings (in India) to include research and development (R&D),
product development, and other niche services.

Emerging technologies present an entire new gamut of opportunities for IT firms in India.
Social, mobility, analytics and cloud (SMAC) collectively provide a US$ 1 trillion
opportunity. Cloud represents the largest opportunity under SMAC, increasing at a CAGR of
approximately 30 per cent to around US$ 650-700 billion by 2020.

Social media is the second most lucrative segment for IT firms, offering a US$ 250 billion
market opportunity by 2020.

Standard & Poor's (S&P) is a division of McGraw-Hill that publishes financial research and
analysis on stocks and bonds. It is well known for the stock market indexes, the US-based
S&P 500, the Australian S&P/ASX 200, the Canadian S&P/TSX, the Italian S&P/MIB and
India's S&P CNX Nifty.

Business description

New York headquarters

Standard & Poor's operates as a financial services company. Its products and services include
credit ratings, equity research, S&P indices, funds ratings, risk solutions, governance

42
services, evaluations, and data services. The company’s division, Capital IQ, provides
information and workflow solutions to financial institutions, advisory firms, and
corporations.

Capital IQ provides integrated financial information and technology solutions, including

auditable company financials, a screener combining financial and nonfinancial items, an
integrated public and private capital market database, and various relationship development
tools. The company serves institutional professionals, financial institutions, corporations,
financial advisors, and individual investors worldwide.

Corporate history

Standard & Poor's traces its history back to 1860, with the publication by Henry Varnum
Poor of History of Railroads and Canals in the United States. This book was an attempt to
compile comprehensive information about the financial and operational state of U.S. railroad
companies. Henry Varnum went on to establish H.V. and H.W. Poor Co with his son, Henry
William, and published updated versions of this book on an annual basis.

In 1906 Luther Lee Blake founded the Standard Statistics Bureau, with the view to providing
financial information on non-railroad companies. Instead of an annually published book
Standard Statistics would use 5" x 7" cards, allowing for more frequent updates.

In 1966 S&P was acquired by The McGraw-Hill Companies, and now encompasses the
Financial Services division. http://en.wikipedia.org/wiki/Standard_%26_Poor%27s -
cite_note-snphistory-0

Credit ratings

Standard & Poor's, as a credit rating agency (CRA), issues credit ratings for the debt of public
and private corporations. It is one of several CRAs that have been designated a Nationally
Recognized Statistical Rating Organization by the U.S. Securities and Exchange
Commission.

It issues both short-term and long-term credit ratings.

Long-term credit ratings

S&P rates borrowers on a scale from AAA to D. Intermediate ratings are offered at each level

43
between AA and CCC (i.e., BBB+, BBB and BBB-). For some borrowers, S&P may also
offer guidance (termed a "credit watch") as to whether it is likely to be upgraded (positive),
downgraded (negative) or uncertain (neutral).

Investment Grade

• AAA: the best quality borrowers, reliable and stable (many of them governments)

• AA: quality borrowers, a bit higher risk than AAA

• A: economic situation can affect finance

• BBB: medium class borrowers, which are satisfactory at the moment

Non-Investment Grade (also known as junk bonds)

• BB: more prone to changes in the economy

• B: financial situation varies noticeably

• CCC: currently vulnerable and dependent on favorable economic conditions to meet its
commitments

• CC: highly vulnerable, very speculative bonds

• C: highly vulnerable, perhaps in bankruptcy or in arrears but still continuing to pay out on
obligations

• CI: past due on interest

• R: under regulatory supervision due to its financial situation

• SD: has selectively defaulted on some obligations

• D: has defaulted on obligations and S&P believes that it will generally default on most or all
obligations

• NR: not rated

Short-term issue credit ratings

44
S&P rates specific issues on a scale from A-1 to D. Within the A-1 category it can be
designated with a plus sign (+). This indicates that the issuer's commitment to meet its
obligation is very strong. Country risk and currency of repayment of the obligor to meet the
issue obligation are factored into the credit analysis and reflected in the issue rating.

• A-1: obligor's capacity to meet its financial commitment on the obligation is strong

• A-2: is susceptible to adverse economic conditions however the obligor's capacity to meet
its financial commitment on the obligation is satisfactory

• A-3: adverse economic conditions are likely to weaken the obligor's capacity to meet its
financial commitment on the obligation

• B: has significant speculative characteristics. The obligor currently has the capacity to meet
its financial obligation but faces major ongoing uncertainties that could impact its financial
commitment on the obligation

• C: currently vulnerable to nonpayment and is dependent upon favorable business, financial

and economic conditions for the obligor to meet its financial commitment on the obligation

• D: is in payment default. Obligation not made on due date and grace period may not have
expired. The rating is also used upon the filing of a bankruptcy petition.

Stock market indices

Standard & Poor's publishes a large number of stock market indices, covering every region of
the world, market capitalization level, and type of investment (e.g. indices for REITs and
preferred stocks)

These indices include:

• S&P 500 -- value weighted index of the prices of 500 large-cap common stocks actively
traded in the United States.

• S&P 400 Midcap Index[citation needed]

• S&P 600 Small Cap Index[2]

Publications

45
Standard & Poor's publishes a near-weekly (48 times a year) stock market analysis newsletter
called The Outlook which is issued both in print and online to subscribers.

Criticism

Credit rating agencies such as Standard & Poor's have been subject to criticism in the wake of
large losses beginning in 2007 in the collateralized debt obligation (CDO) market that
occurred despite being assigned top ratings by the CRAs.

Credit ratings of AAA (the highest rating available) were given to large portions of even the
riskiest pools of loans. Investors, trusting the low risk profile that AAA implies, loaded up on
these collateralized debt obligations (CDOs) that later became unsellable. Those that could be
sold often took staggering losses. For instance, losses on $340.7 million worth of
collateralized debt obligations (CDOs) issued by Credit Suisse Group added up to about $125
million, despite being rated AAA by Standard & Poor's.

It is also worth mentioning that Standard & Poor's apparently failed to predict the bankruptcy
of all the largest Icelandic banks and a weaker position of the Icelandic Government in 2008,
a country that had a very high rating until its economy suddenly collapsed.

Companies pay Standard & Poor's to rate their debt issues. As a result, some critics have
contended that Standard & Poor's is beholden to these issuers and that its ratings are not as
objective as they should be.

In April 2009 Standard & Poor's called for "new faces" in the Irish Government, which was
seen as interfering in the democratic process. In a subsequent statement they said they were
"misunderstood."

Information technology (IT) industry in India has played a key role in putting India on the
global map. IT industry in India has been one of the most significant growth contributors for
the Indian economy. The industry has played a significant role in transforming India’s image
from a slow moving bureaucratic economy to a land of innovative entrepreneurs and a global
player in providing world class technology solutions and business services. The industry has
helped India transform from a rural and agriculture-based economy to a knowledge based
economy.

Information Technology has made possible information access at gigabit speeds. It has made

46
tremendous impact on the lives of millions of people who are poor, marginalized and living
in rural and far flung topographies. Internet has made revolutionary changes with possibilities
of e-government measures like e-health, e-education, e-agriculture, etc. Today, whether its
filing Income Tax returns or applying for passports online or railway e-ticketing, it just need
few clicks of the mouse. India’s IT potential is on a steady march towards global
competitiveness, improving defense capabilities and meeting up energy and environmental
challenges amongst others.

IT-ITeS sector in India, with the main focus on increasing technology adoption, and
developing new delivery platforms, has aggregated revenues of USD 88.1 billion in FY2011,
while generating direct employment for over 2.5 million people. Out of 88.1 billion, export
revenues (including Hardware) has reached USD 59.4 billion in FY2011 while domestic
revenues (including Hardware) of about USD

28.8 billion.

GOVERNMENT INITIATIVES:

After the economic reforms of 1991-92, major fiscal incentives provided by the Government
of India and the State Governments, like, liberalization of external trade, elimination of duties
on imports of information technology products, relaxation of controls on both inward and
outward investments and foreign exchange, setting up of Export Oriented Units (EOU),
Software Technology Parks (STP), and Special Economic Zones (SEZ), has enabled India to
flourish and acquire a dominant position in world’s IT scenario.

In order to alleviate and to promote Indian IT industry, the Government of India had set up a
National Task Force on IT and Software Development to examine the feasibility of
strengthening the industry. Venture capital has been the main source of finance for software

47
industry around the world. In line with the international practices, norms for the operations
of venture capital funds have also been liberalized to boost the industry.

The Government of India is also actively providing fiscal incentives and liberalizing norms
for FDI and raising capital abroad.

FINANCIAL ASSISTANCE

While the underlying theme of 2010 was that of steady recovery from recession, thanks to the
accelerated recovery in emerging markets, worldwide spending in IT products and services
increased significantly in 2011. In 2011, India’s growth has reflected new demand for IT
goods and services, with a major surge in the use of private and public cloud and mobile
computing on a variety of devices and through a range of new software applications.

High inflow of FDI in the IT sector is expected to continue in coming years. The inflow of
huge volumes of FDI in the IT industry of India has not only boosted the industry but the
entire Indian economy in recent years. Foreign direct investment (FDI) inflow rose by more
than 100 per cent to US$ 4.66 billion in May 2011, up from US$ 2.21 billion a year ago,
according to the latest data released by the Department of Industrial Policy and Promotion
(DIPP). This is the highest monthly inflow in 39 months.

Foreign technology induction is also encouraged both through FDI and through foreign
technology collaboration agreements. India welcomes investors in Information Technology
sector. Greater transparency in policies and procedures has made India an investor friendly
platform. A foreign company can hold equity in Indian company’s upto 100%.

RESEARCH & DEVELOPMENT:

To support Research & development in the country and promoting Start ups focused on
technology and innovation, a weighted deduction of 150% of expenditure incurred on in-
house R&D is introduced under the Income Tax Ac. In addition to the existing scheme for
funding various R&D projects have been funded through new scheme like Support
International Patent Protection in Electronics & IT (SIP-EIT), Multiplier Grants Scheme
(MGS).

The government has initiated the setting up of an Open Technology Center through NIC
aimed at giving effective direction to the country on Open Technology in the areas of Open

48
Source Solutions, (OSS), Open Standard, Open Processes, Open Hardware specifications and
Open Course-ware. This initiative will act as a National Knowledge facility providing
synergy to the overall components of Open Technology globally.

REGULATIONS

After the economic reforms of 1991-92, liberalization of external trade, elimination of duties
on imports of information technology products, relaxation of controls on both inward and
outward investments and foreign exchange and the fiscal measures taken by the Government
of India and the individual State Governments specifically for IT and ITES have been major
contributory factors for the sector to flourish in India and for the country to be able to acquire
a dominant position in offshore services in the world. The major fiscal incentives provided by
the Government of India have been for the Export Oriented Units (EOU), Software
Technology Parks (STP), and Special Economic Zones (SEZ).

CHALLENGES

Cyber security and quality management are few key areas of concern in today’s information
age. To overcome such concerns in today’s global IT scenario, an increasing number of IT-
BPO companies in India have gradually started to emphasize on quality to adopt global
standards such as ISO 9001 (for Quality Management) and ISO 27000 (for Information
Security). Today, centers based in India account for the largest number of quality
certifications achieved by any single country.

India aims to transform India into a truly developed and empowered society by 2020.
However, to achieve this growth, the sector has to continue to re-invent itself and strive for
that extra mile, through new business models, global delivery, partnerships and
transformation. A collaborative effort from all stakeholders will be needed to ensure future
growth of India’s IT-ITeS sector. We will need to rise up to the new challenges and put in
dedicated efforts toward providing more and more of end-to-end solutions to the clients to
keep the momentum going.

India is now one of the biggest IT capitals in the modern world and has presence of all the
major players in the world IT sector. HCL, Wipro, Infosys and TCS are few of the household
names of IT companies in India.

49
FUTURE PROSPECTS

Globalization has had a profound impact in shaping the Indian Information Technology
industry. Over the years, verticals like manufacturing, telecom, insurance, banking, finance
and lately the retail, have been the growth drivers for this sector. But it is very fast getting
clear that the future growth of IT and IT enabled services will be fuelled by the verticals of
climate change, mobile applications, healthcare, energy efficiency and sustainable energy.

The near future of Indian IT industry sees a significant rise in share of technology spend as
more and more service providers both Indian and global target new segments and provide low
cost, flexible solutions to customers.

By 2015, IT sector is expected to generate revenues of USD 130 billion (NASSCOM) which
will create a transformational impact on the overall economy. IT spending is expected to
significantly increase in verticals like automotive and healthcare while the government, with
its focus on e-governance, will continue to be a major spender.

However, to achieve this growth, the sector has to continue to re-invent itself and strive for
that extra mile, through new business models, global delivery, partnerships and
transformation. A collaborative effort from all stakeholders will be needed to ensure future
growth of India’s IT-ITeS sector. We will need to rise up to the new challenges and put in
dedicated efforts toward providing more and more of end-to-end solutions to the clients to
keep the momentum going.

50
 COMPANY PROFILE

Atticinfo is a Private incorporated on 05 January 2007. It is classified as Non-govt Company

and is registered at Registrar of Companies, Hyderabad. Its authorized share capital is Rs. 25,
00,000 and its paid up capital is Rs.0. It is involved in Software publishing, consultancy and
supply [Software publishing includes production, supply and documentation of ready-made
(non-customized) software, operating systems software, business & other applications
software, computer games software for all platforms. Consultancy includes providing the best
solution in the form of custom software after analyzing the user’s needs and problems.
Custom software also includes made-to-order software based on orders from specific users.
Also, included are writing of software of any kind following directives of the users; software
maintenance, web-page design].

Atticinfo's Annual General Meeting (AGM) was last held on 23 rd October 2019 and as per
records from Ministry of Corporate Affairs (MCA), its balance sheet was last filed on
financial year 2018-19.

Atticinfo's Corporate Identification Number is (CIN) U72200TG2007PTC052274 and its

registration number is 52274.Its Email address is [email protected] and its registered
address is Flat no.206, 2nd Floor, Chaitanyapuri, Dilsukhnagar, Hyderabad-500060.

Atticinfo is a consulting firm with vision and focus to provide the IT services for
Enterprise needs of the clients. Our diversified services in the area of Information
Technology includes IT solutions, Web Development, Consultancy, Support &
Maintenance, Staffing and Training.

Atticinfo took its shape in 2006 finally when a group of technocrats, expertise at different
areas of Information Technology have decided to start up with a firm, which offers the
best services ever in this industry to their clients.

We at Atticinfo not only help our clients incorporate the world latest techniques in
Information Technology but also offer the most effective Staffing solutions for those who
are in IT services.

51
Our Vision to offer our clients innovative and cost effective services to help them achieve
their business goal in stipulated time by utilizing the modern techniques in Information
Technology keeps us motivated all the time.”

OUR APPROACH
“We work with our clients closely to understand their functional needs to come up with the
solutions which suit them the best. In fact we offer solutions, which would enhance their
chances of achieving their business goals more effectively.

We tend to provide personalized solution in regard to the client's specific competency,

which prove to be result oriented rather than just offering solution to meet their IT needs
specified. This particular approach of ours makes us the preferred IT service provider for
most of our repeat clients.”

OUR VISION

“Our Vision is to offer our clients innovative and cost effective services to help them
achieve their business goal in stipulated time by utilizing the modern techniques in
Information Technology.

Thus emerge as the most preferred Global IT service provider by organizations from
different domains.”

Our Partners

52
Clients

53
Our Vision to offer our clients innovative and cost effective services to help them achieve
their business goal in stipulated time by utilizing the modern techniques in Information
Technology keeps us motivated all the time."

Approach

"We work with our clients closely to understand their functional needs to come up with the
solutions which suit them the best. In fact we offer solutions, which would enhance their
chances of achieving their business goals more effectively.

We tend to provide personalized solution in regard to the client's specific competency, which
prove to be result oriented rather than just offering solution to meet their IT needs specified.
This particular approach of ours makes us the preferred IT service provider for most of our
repeat clients."

Our Vision

"Our Vision is to offer our clients innovative and cost effective services to help them achieve
their business goal in stipulated time by utilizing the modern techniques in Information
Technology.

Thus emerge as the most preferred Global IT service provider by organizations from different
domains."

54
We've been designing and developing web sites and web apps for over 11 years (a few of us a
lot longer!) and we're pretty sure we understand what our clients want; a quality product that
works, delivered on time and on budget.

WHY SHOULD YOU CHOOSE ATTIC INFO?

We make it easy!

We build websites based on your requirements. From a dedicated project manager throughout
the process to sample sites to allow you to test concepts before they are finalized. We are here
to make the whole process painless!

We make it look good!

We only use the best designers who create websites that will be professional, accessible and
looking great!

We understand your brand is important

Your website is your online shop window and puts your brand in front of the world. We are
specialists in creating excellent online designs and branding.

We only use cutting edge technology

The online world moves rapidly and so our development teams are constantly evaluating and
training in the latest online technologies. We build a website for today built on technology for
tomorrow!

We know e-Commerce

You want your e-Commerce site to be fast, efficient and secure. We are specialists in creating
e-Commerce sites which will be trusted by your customers and will deliver 24-7.

DEVELOPMENT SERVICES

"One of the modern days cost cutting strategies is to outsource the project to preferred
partner. Organizations looking for reliable partner to outsource their Enterprise IT projects
can readily look for ATTICINFO.

55
ATTICINFO has team of qualified professionals, who work with total dedication to meet the
client's IT needs within the allotted budget in respect to financial and time aspect."

"Our team of qualified professionals excelling in their current competency is proven in

developing applications specific to the IT needs of the client.

We choose to work on projects offshore as well as onshore according to the need of our
clients to execute the project well in budget."

WHAT WE DO?

Design & Develop

What we do best! We take your business and create an online experience for your clients that
they will never forget. We have a clear process in place to make sure everything runs
smoothly. We keep your project on time and on budget. With the latest cutting edge
technology we deliver you top class websites.

Mobile & Apps

Accessing a website from a mobile device is becoming increasingly more important to a

business. We create mobile websites and also develop and deliver iOS and Android
applications.

Content Management

We can provide this tool to give you control of your own site. The ability to change content
yourself means you will not have to keep paying someone else.

Social Media

There has been a phenomenal growth in social media. Social media is all about communities
and conversations. At Atticinfo we can create and manage your social media marketing
strategies to help you rich millions potential clients

Search Engine Optimisation

There is no point having a site that no one uses. We can create an online strategy that works
for you. Like gardening SEO is an on-going process which helps you stay on top.

56
Hosting

Good hosting makes sure that your site is not frustratingly slow and always available. We can
help host and keep your site running with the best uptime and reliable speeds.

Consultancy

We give good clear advice. From informal chats about your online needs to a full audit of
your existing site. Whatever your company size, your online efficiency is vital to your
profitability.

PORTFOLIO

A wide range of view some recent examples of web design and print graphics portfolio

- MATRIXX

- SRI VAISHNAVI

- CHIP SWINE MARKET

- LN MANAGEMENT CONSULTANTS

- KNOWDEDGE

- TADKA

- TEERAM.COM

- KUNCHEM ONLINE TRAINING

- PRO APPS SYSTEMS

- MOTEX-Z PUMPS

- VEDICTEMPLES.COM

- SAHASRA INTERIORS

- TECHNITECO SOFT SOLUTIONS

- QUEENZ SOFTWARE DEVELOPMENT SOLUTIONS

57
WEB SERVICES

Step: 1

Proper Planning

We keep your project on time and on budget by doing our research properly, creating
sketches and interactive prototypes so we can test ideas together before writing any code.

Step: 2

Design and building

We use cutting edge technology to create inspiring websites and web apps. You'll have a
dedicated account manager and we only use our award winning in-house team. We never
outsource.

Step: 3

Creating success

The launch of your new site is just the beginning. We help you make it a success by using
conversion rate optimization and driving traffic using SEO, paid search, social media and
more.

WEB DESIGN

We've been designing and developing web sites and web apps for over 11 years (a few of us a
lot longer!) and we're pretty sure we understand what our clients want; a quality product that
works, delivered on time and on budget.

Innovative Award winning designs

Unsurpassed in-house technical expertise

Solid strategic advice

Flexible and friendly account management

58
MOBILE APPS

MOBILE WEBSITE DESIGN AND DEVELOPMENT

From engaging mobile apps to slick mobile websites. We'd love your project to be our next
success.

The recent explosion in app stores and mobile web access from phones and tablets can be
hard to keep up with. The mobile industry changes on a near daily basis, so you need to
partner with an agency who stays ahead of the curve, a trusted partner who can help you
develop an effective mobile strategy.

WE DESIGN AND BUILD

Native apps for all major platforms

HTML5 apps for rapid development and lower build costs

Mobile-optimized websites

Apps for smart phones and tablets.

Whether you're looking to develop a phone or tablet app for iPhone, iPad, Android, Windows
Phone or Blackberry, or a responsive website which works seamlessly across all devices,
we'd love to help. It costs nothing to pick up the phone and talk to us.

Marketing

Social Media & Branding

Branding

Social media, email marketing, newsletters and online advertising are all fantastic ways of
increasing your online presence and accessing both existing and new customers. We know
this can often be a daunting prospect which is why we have a great team of web savvy
individuals who are more than happy to help.

We’ve helped create success in even the most competitive markets

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Social media and business

Social media is very much here to stay, with more and more companies discovering its power
as a marketing tool. Attic info offer a number of social media packages to help market your
business, tapping into the marketing power of social network giants such as; Facebook,
Linkedin and YouTube to name but a few. All of which helps to raise your profile in a much
larger market place.

Social media branding

Your social media branding holds as much sway as any other area of your company branding.
We can create social media branding packages with profile pics, targeted advertising and
cover images that all promote your company to its full potential.

E-marketing newsletters

Using Attic info’s branded email software we design your bespoke template, set up your user
account and then train you to create, broadcast and measure the response to each mailshot.
Our live editor allows you to see your email or newsletter as you build it - simply add your
own text or images to your template.

DIGITAL MARKETING

We've helped create success in even the most competitive markets.

We take a creative but scientific approach to all our digital marketing campaigns, always
using the right tool for the job.

From social networks to email campaigns, search engine optimization and pay-per-click, we
create measurable value for our clients, who come back to us because we consistently help
them achieve their commercial goals.

Over 10 years of expertise in digital marketing

100% accountable and ROI driven

SEO, Paid Search, Social Media, Analytics and CRO.

It's all about the results

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When it comes to digital marketing, results are all that matter. That's why absolutely
everything we do is measurable, accountable and totally transparent, so if we're not getting
you the results you want then we know you're not going to stick around.

It's not just about Google.

Being 'number 1 on Google' isn't a result. It's a means to an end and often a very effective
one, but it's just one of a number ways you can drive traffic to your website.

As well as running successful SEO campaigns, we're experts in paid search, performance
marketing, email, viral, social, analytics, and conversion rate optimization and more.

We'll always help you achieve your goals using the most cost-effective method we can,
whether that's creating a well-honed onwards campaign, running a successful affiliate
programme or, sometimes, by getting you to number 1 on Google.

It's a science, not an art.

Okay, it's an art too, and we're a dab hand at creating innovative social media campaigns,
emails that generate sales, and viral campaigns that spread like butter on hot toast, but digital
marketing really is about the science. Your competitors are measuring, analyzing and
tweaking all of their campaigns to the nth-degree, so if your digital agency is resting on their
laurels then you can't hope to compete.

Everything under one roof.

We know from experience that you can only create real success by building your marketing
plans into your project at the very beginning.

Because we plan, design, build and promote websites and mobile apps all under one roof,
we're thinking about marketing before we write a line of code. We don't have to 'retrofit' SEO
best practices into your site after it's built and we don't have to wait weeks to get a
programmer to make simple changes, because they're sitting opposite us.

61
IT CONSULTING SERVICES

"In today's competitive world in almost every competency we offer to our client's innovative
and cost effective solutions, helping them to fulfill their functional needs in time and thus
achieve success in reaching their business goals.

We design business solutions for our clients, with an intention to introduce innovative
techniques in information technology in the process to ensure that the desired goals could be
achieved in stipulated time effectively.

Our Consulting services to the clients in the areas ranging from

Business Analysis

Proof of Concepts

Architecture Definition

Solution Definitions

Package Assessments

Installations

Solution Centers Establishment etc.

PRODUCTS

Web products the true future of web products is in continuously innovating the products for
the future.

Products are online shopping, email marketing, news portal, job portals, Etc.

MAINTENANCE AND SUPPORT

Web Works is our service for clients who require a formal arrangement to fulfill their web
support and maintenance needs; ensuring that your online web investment is protected and
that your web site(s) evolve to meet existing and future customer demands.

We Drive

62
Your web presence

Web Design is our service for clients who require a formal arrangement to fulfill their web
support and maintenance needs; ensuring that your online web investment is protected and
that your web site(s) evolve to meet existing and future customer demands.

Whether you operate a simple single page website or a much complex site incorporating a
number of business features such as e-commerce, content management system (CMS), blog,
newsletter, etc., Atticinfo is able to assist and support you. Take advantage of Web Works to
formalize your website maintenance arrangement with us so that we can ensure that your
business gets the best service we have to offer.

Our WebWorks service helps business owners maximize the potential of their online
investment, helping them to make decisions concerning the effectiveness and future direction
of their web presence. Together we are able to help our clients build, progress and achieve
their Internet objectives.

Our Maintenance and Update Service

Your website was a significant investment for your business, but has it remained a business
asset or has it become an administrative burden? Only you and your customers really know
the answer to that, but by keeping your website up to date with company information, news,
product details or with promotions it makes your business look credible and helps to engage
with your customers ensuring they visit you online time and again.

To help website owners we have developed Web-Works, our support and maintenance
service. It offers so much more than a standard maintenance agreement, adding real business
value for growing online enterprises. It is a fact that search engines such as Google rate
websites with changing content more important than those that don't. This directly affects
your ranking within Google and has an impact on how potential customers find your site.

So having a team that can quickly and efficiently update your website as requested is a key
point to keeping you visible to your customers.

63
STAFFING AND PLACEMENT SERVICES

"The major amount of time and money spent by IT organizations today is to manage their
resources. ATTICINFO would help their clients in IT services manage their human resource
by providing them the right staffing solutions.

ATTICINFO offers the best Staffing solution in the industry. At ATTICINFO we ensure our
client to provide a right resource in right time. We have a perfect screening procedure in
place when recruiting professionals.

Clients would save their time in recruiting process and investments into non-billable hours in
the course of project implementation with ATTIC INFOMATICS.

Our valued clients would have an option to engage the most qualified professionals as full
time employees with our full time staffing solutions in place."

IT INFRASTRUCTURE MANAGEMENT

In today's business environment, it's quite crucial that the dynamic infrastructure
requirements line up with the requirements of your business. Attic Infomatics. IT
Infrastructure Management Services provide start to end, effective as well as reliable
solutions that can transform the operations of your business in a much better way. Our IT
Infrastructure Management Services include:

Server Administration

Desktop Support

Managed Open Source Applications

Network Monitoring and Support Services

We proactively safeguard your critical computing infrastructure by constantly monitoring

servers and networks elements to catch problems before your users get affected, thus
protecting your environment from virus attacks, unofficial users and other security threats.
We also back up all data on all your desktops and servers to make sure that you never lose
business critical information. Whether you lose a file, computer or a tragedy affects an entire
site, we rapidly get your users back to productivity. We monitor and support key network
64
elements remotely, due to which you can save a significant amount of money. With the help
of remote control technology, our talented programmers repair as well as resolve problems
without being onsite. We monitor servers and computers, remotely repairing over 90% of the
problems of our clients.

Transformation Solutions

With emerging trends and technologies such as cloud computing and an on demand IT
environment, most organizations seek consolidation, consistency and rationalization. Our
transformation offerings and solutions transform your IT environment from the current 'as-is'
state to the target 'to- be' state leveraging an analytics led transformation framework. These
solutions offer elasticity and optimize costs towards an efficient and reliable IT infrastructure.

65
 CHAPTER IV
DATA RESEARCH ANALYSIS INTERPRETATIONS

66
1. Gender

Table no. 1

GROUP NO. OF RESPONDENTS PERCENTAGE

Male 30 60%
Female 20 40%
Total 50 100%

Figure no. 1

Interpretation

The above table and graph indicate the gender factor where 60% of respondents are male and
40% of respondents are female.

67
2. Age

Table no. 2

GROUP NO. OF RESPONDENTS PERCENTAGE

21 to 30 years 27 54%
31 to 40 years 10 20%
41 to 50 years 8 16%
Above 50 years 5 10%
Total 50 100%

Figure no. 2

Interpretation
The above table and graph indicate the age factor where 54% of respondents are 21 to 30
years, 20% of respondents are 31 to 40 years, 16% of respondents are 41 to 50 years and 10%
of respondents are above 50 years.

68
3. Your organization considers training as a part of organizational strategy. Do
you agree with this statement?

Table no. 3

GROUP NO. OF RESPONDENTS PERCENTAGE

Strongly Agree 28 56%
Agree 13 26%
Disagree 5 10%
Somewhat Agree 3 6%
Total 50 100%

Figure no.3

Interpretation
The above table and graph indicate whether employee agree that the organization considers
training as part of organizational strategy where 58% of respondents strongly agree, 26% of
respondents agree, 10% of respondents disagree and 6% of respondents somewhat agree.

69
4. To whom is training given more in your organisation?

Table no. 4

GROUP NO. OF RESPONDENTS PERCENTAGE

New Staff 26 52%
Junior Staff 7 14%
Senior Staff 11 22%
Based on requirement 6 12%
Total 50 100%

Figure no.4

Interpretation
The above table and graph indicate to whom the training is given more where 52 % of
respondents say it is given to new staff, 14% of respondents say it is given to junior staff,
22% of respondents say it is given to senior staff and 12% of respondents say it is given
based on requirement.

70
5. What are the barriers to training and development in your organisation?

Table no. 5

GROUP NO. OF RESPONDENTS PERCENTAGE

Time 27 54%
Lack of Interest 9 18%
Money 10 20%
Non availability of skilled 4 8%
trainer
Total 50 100%

Figure no.5

Interpretation
The above table and graph indicate the barriers to training and development where 54% of
respondents say it is time, 18% of respondents say it is lack of interest, 20% of respondents
say it is money and 8% of respondents say it is non availability of skilled trainer.

71
6. What mode of training is normally used in your organisation?

Table no. 6

GROUP NO. OF RESPONDENTS PERCENTAGE

Job relation 18 36%
Conference/Discussion 8 16%
External training 20 40%
Programmed instruction 4 8%
Total 50 100%

Figure no.6

Interpretation
The above table and graph indicate the mode of training used where 36% of respondents say
it is job relation, 16% of respondents say it is conference/discussion, 40% of respondents say
it is external training and 8% of respondents say it is programmed instruction.

72
7. Training and Development sessions conducted in your firm are Useful. Do
you agree with this statement?

Table no. 7

GROUP NO. OF RESPONDENTS PERCENTAGE

Strongly Agree 19 38%
Agree 15 30%
Disagree 9 18%
Somewhat Agree 5 10%
Strongly disagree 2 4%
Total 50 100%

Figure no.7

Interpretation
The above table and graph indicate whether the employee agree that the training and
development sessions are useful, where 38% of respondents strongly agree, 30% of
respondents agree, 18% of respondents disagree, 10% of respondents somewhat agree, 4% of
respondents strongly disagree.

8. How long does it take to implement the trained process?

73
Table no. 8

GROUP NO. OF RESPONDENTS PERCENTAGE

Less than one month 17 34%
1-2 months 18 36%
2-4 months 13 26%
More than 4 months 2 4%
Total 50 100%

Figure no.8

Interpretation
The above table and graph indicate the time taken to implement the trained process where
34% of respondents say less than 1 month, 36% of respondents say 1-2 months, 26% of
respondents say 2-4 months, 4% of respondents say more than 4 months.

9. How well the work place of training is organised?

74
Table no. 9

GROUP NO. OF RESPONDENTS PERCENTAGE

Excellent 21 42%
Good 14 28%
Bad 11 22%
Average 4 8%
Total 50 100%

Figure no.9

Interpretation
The above table and graph indicate whether workplace is organized where 42 % of
respondents say it is organized excellently, 28% of respondents say it is good, 22% of
respondents say it is bad, 8% of respondents say it is average.

10. What are the conditions that have to be improved during training sessions?

75
Table no. 10

GROUP NO. OF RESPONDENTS PERCENTAGE

Reorganise the Job 15 30%
Remove interference 14 28%
Reorganise the work- place 14 28%
Upgrade the information of 7 14%
material given during
training
Total 50 100%

Figure no.10

Interpretation
The above table and graph indicate the conditions that have to be improved during training
session, where 30% of respondents say it to reorganize the job, 28% of respondents say it is
to remove interference, 28% of respondents say it is to reorganize the workplace, 14% of
respondents say it is to upgrade information material given during training.

11. What are the general complaints about training sessions?

76
Table no. 11

GROUP NO. OF RESPONDENTS PERCENTAGE

Take away Precious time of workers 17 34%
Too many gaps between the sessions 15 30%
Training sessions are unplanned 13 26%
Boring and not useful 5 10%
Total 50 100%

Figure no.11

Interpretation
The above table and graph indicate the general complaints about training sessions. Where
34% of respondents say complaint as it take away precious time of workers, 30% of
respondents say complaint as there are too many gaps b/w sessions, 26% of respondents say it
as the training sessions are unplanned and 10% of respondents say it to be boring and not
useful.

77
12. Comment on the degree to which the training objective are met during the
training sessions:

Table no. 12

GROUP NO. OF RESPONDENTS PERCENTAGE

All the objectives are met 20 40%
Some objectives are met 14 28%
Met according to the need 10 20%
None of the objectives are met 6 12%
Total 50 100%

Figure no.12

Interpretation
The above table and graph indicate the degree to which the training objective are met
during the training sessions where 40% of respondents say all the objectives are met, 28% of
respondents say some objectives are met, 20% of respondents say met according to need and
12% of respondents say none of the objectives are met.

78
13. To perform other jobs in your organisation, what training or experience
would you required?

Table no. 13

GROUP NO. OF RESPONDENTS PERCENTAGE

Safety awareness 23 46%
Negotiation Skills 12 24%
Machine operations 10 20%
Occupational health 5 10%
Total 50 100%

Figure no.13

Interpretation
The above table and graph indicate what kind of training or experience is required for
performing of other jobs where 46% of respondents say the safety awareness, 24% of
respondents say the negotiation skills, 20% of respondents say the machine operations and
10% of respondents say the occupational health.

79
14. Was the promotion done by the management regarding the training and
development was effective or not?

Table no. 14

GROUP NO. OF RESPONDENTS PERCENTAGE

Excellent 26 52%
Good 15 30%
Poor 5 10%
Can’t say 4 8%
Total 50 100%

Figure no.14

Interpretation
The above table and graph indicate whether there is promotion done by management after
the training and development sessions where 52% of respondents say it is done excellently,
30% of respondents say good, 10% of respondents say poor and 8% of respondents can’t say.

15. Which type of training do you prefer?

80
Table no. 15

GROUP NO. OF RESPONDENTS PERCENTAGE

On the Job training 22 44%
Off the Job training 38 56%
Total 50 100%

Figure no.15

Interpretation
The above table and graph indicate the type of training preferred where 44 % of respondent
say on the job training and 56% of respondents say off the job training

16. Whether the training conducted by the management was on the job or off
the job?
81
Table no. 16

GROUP NO. OF RESPONDENTS PERCENTAGE

On the Job 18 36%
Off the Job 14 28%
Both 12 24%
Not Applicable 6 12%
Total 50 100%

Figure no.16

Interpretation
The above table and graph indicate the training conducted is on the job or off the job where
36% of respondents say as on the job, 28% of respondents say off the job, 24% of
respondents say both and 12% of respondents say it as not applicable.

17. How effective was the training session of your organization

Table no. 17

82
GROUP NO. OF RESPONDENTS PERCENTAGE
Satisfied 21 42%
Neutral 19 38%
Dissatisfied 10 20%
Total 50 100%

Figure no.17

Interpretation
The above table and graph indicate the effectiveness of training session 42 % of respondents
are satisfied, 38% of respondents are neutral, 20% of respondents dissatisfied.

18. Which technique do you prefer for on the job training?

Table no. 18

83
GROUP NO. OF RESPONDENTS PERCENTAGE
Coaching 17 34%
Under study 18 36%
Position rotation 5 10%
Multiple management 10 20%
Total 50 100%

Figure no.18

Interpretation
The above table and graph indicate the technique preferred for on the job training where
34% of respondents prefer coaching, 36% of respondents prefer under study, 10% of
respondents prefer position rotation and 20% of respondents prefer multiple management.

19. Which technique do you prefer for Off the job training

Table no. 19

84
GROUP NO. OF RESPONDENTS PERCENTAGE
Lectures 19 38%
Case study 11 22%
Group discusion 12 24%
Management Gain 8 16%
Total 50 100%

Figure no.19

-
Interpretation
The above table and graph indicate the technique preferred for off the job training where
38% of respondents prefer lectures, 22% of respondents prefer case study, 24% of
respondents prefer group discussion and 16% of respondents prefer management gain.

20. Does Regular training sessions are arranged in your organization

Table no. 20

85
GROUP NO. OF RESPONDENTS PERCENTAGE
Yes 40 80%
No 10 20%
Total 50 100%

Figure no.20

Interpretation

The above table and graph indicate to know whether training sessions are arranged in
organization where 80% of respondents agree and 20% of respondents do not agree.

86
 CHAPTER V

SUMMARY, FINDINGS, CONCLUSION, AND

SUGGESTIONS

SUMMARY:

1. Gender Distribution:
o 60% of respondents are male, and 40% are female.

87
2. Age Distribution:
o 54% of respondents are aged 21-30 years, 20% are 31-40 years, 16% are 41-
50 years, and 10% are above 50 years.
3. Training as an Organizational Strategy:
o 56% strongly agree, 26% agree, 10% disagree, and 6% somewhat agree.
4. Target Audience for Training:
o 52% say training is given to new staff, 22% to senior staff, 14% to junior staff,
and 12% based on requirement.
5. Barriers to Training and Development:
o 54% cite time, 20% cite money, 18% cite lack of interest, and 8% cite the non-
availability of skilled trainers.
6. Mode of Training:
o 40% prefer external training, 36% job relation, 16% conference/discussion,
and 8% programmed instruction.
7. Usefulness of Training Sessions:
o 38% strongly agree, 30% agree, 18% disagree, 10% somewhat agree, and 4%
strongly disagree.
8. Implementation Time for Trained Processes:
o 36% say 1-2 months, 34% less than one month, 26% 2-4 months, and 4%
more than 4 months.
9. Organization of Training Workplaces:
o 42% rate it as excellent, 28% good, 22% bad, and 8% average.
10. Conditions to Improve During Training:
o 30% suggest reorganizing the job, 28% each for removing interference and
reorganizing the workplace, and 14% for upgrading training materials.
11. General Complaints About Training Sessions:
o 34% say training takes away precious time, 30% cite too many gaps between
sessions, 26% find sessions unplanned, and 10% find them boring and not
useful.
12. Achievement of Training Objectives:
o 40% say all objectives are met, 28% some objectives, 20% according to need,
and 12% say none are met.
13. Training or Experience Required for Other Jobs:

88
 o 46% need safety awareness, 24% negotiation skills, 20% machine operations,
and 10% occupational health.
14. Effectiveness of Management's Promotion of Training:
o 52% rate it excellent, 30% good, 10% poor, and 8% can't say.
15. Preferred Type of Training:
o 56% prefer off-the-job training, and 44% prefer on-the-job training.
16. Conducted Training Type:
o 36% on-the-job, 28% off-the-job, 24% both, and 12% not applicable.
17. Effectiveness of Training Sessions:
o 42% are satisfied, 38% neutral, and 20% dissatisfied.
18. Preferred On-the-Job Training Technique:
o 36% prefer understudy, 34% coaching, 20% multiple management, and 10%
position rotation.
19. Preferred Off-the-Job Training Technique:
o 38% prefer lectures, 24% group discussion, 22% case study, and 16%
management games.
20. Regular Training Sessions:
o 80% confirm regular training sessions, while 20% do not.

89
FINDINGS
 The majority of the respondents are male, constituting 60% of the total, while females
make up the remaining 40%.
 Most respondents are young adults between 21 and 30 years old, accounting for 54%.
 A significant majority (82%) agree or strongly agree that training is part of the
organizational strategy.
 Training is predominantly provided to new staff (52%).
 Time constraints are the biggest barrier to training (54%).
 External training is the most common mode (40%).
 The majority (68%) find the training sessions useful.
 Most training processes are implemented within 1-2 months (36%).
 Most respondents rate the organization of the training workplace as excellent or good
(70%).
 Key areas for improvement include reorganizing the job and removing interference
(28%).
 The primary complaint is that training takes away precious time (34%).
 Most respondents believe that all or some objectives are met during training (68%).
 Safety awareness is the most needed training for other jobs (46%).
 The majority rate the promotion of training as excellent or good (82%).
 More respondents prefer off the job training (56%).
 Training conducted is mostly on the job (36%).
 Most respondents are satisfied or neutral about the effectiveness of training sessions
(80%).
 Under study is the most preferred technique for on-the-job training (36%).
 Lectures are the most preferred technique for off-the-job training (38%).
 The majority confirm that regular training sessions are arranged (80%).

90
CONCLUSION:

The data reveals a well-balanced representation of gender and age groups within the
organization. A significant majority of employees recognize the importance of training as
part of the organizational strategy and view training sessions as useful. However, there are
notable barriers such as time constraints and financial limitations. Training is predominantly
given to new staff, with external training being the most common method. Most respondents
are satisfied with the training sessions, but improvements are needed in the organization of
the workplace and training materials.

91
SUGGESTIONS:

1. Address Barriers to Training:

o Develop time-efficient training modules to address time constraints.
o Allocate a specific budget for training to mitigate financial barriers.
o Increase efforts to engage employees and boost their interest in training.
2. Enhance Training Delivery:
o Incorporate more varied and interactive training methods to maintain
engagement and reduce perceptions of training being unplanned or boring.
o Provide clear communication and continuous feedback to ensure that training
objectives are met effectively.
3. Improve Training Infrastructure:
o Reorganize the workplace and job roles to facilitate better training conditions.
o Regularly update training materials to reflect the latest industry standards and
practices.
4. Regular and Effective Training Sessions:
o Maintain regular training sessions and ensure they are well-promoted by
management.
o Balance on-the-job and off-the-job training to cater to different learning
preferences.
5. Follow-Up and Implementation:
o Establish a follow-up mechanism to assess the implementation of trained
processes and provide additional support where necessary.
6. Focus on Safety and Negotiation Skills:
o Given the high demand for safety awareness and negotiation skills, prioritize
these areas in training programs.

By implementing these suggestions, Attic Infomatics can enhance the effectiveness of its
training and development programs, leading to improved employee performance and
satisfaction.

92
 BIBLIOGRAPHY

AUTHOR'S NAME TITLE OF THE BOOK

B. MAMORIA PERSONNEL MANAGEMENT
INDUSTRIAL RELATIONS AND PERSONNEL
SUBBA RAO MANAGEMENT
MICHIEAL HRM & HR
STEPHEN P. ROBBINS ORGANISATIONAL BEHAVIOUR
Raymond Noe Employee Training & Development
Stella Collins, Donald H Taylor and Jim
LEARNING AND DEVELOPMENT
Stewart

 https://www.wikipedia.org/

 https://brauss.in/hrm-basic-notes.pdf

 https://www.atticinfo.com

 https://en.m.wikipedia.org/wiki/Mahindra_%26_atticinfomatics

93
94
 ANNEXURE
Name
1. Gender
o Male
o Female

2. Age
o 21 to 30 years
o 31 to 40 years
o 41 to 50 years
o Above 50 years

3. Your organisation considers training as a part of organisational strategy. Do You agree

with this statement?
o Strongly agree
o Agree
o Disagree
o Somewhat agree

4. To whom is training given more in your organisation?

o New staff
o Junior staff
o Senior staff
o Based on requirement

5. What are the barriers to training and development in your organisation?

o Time
o Lack of interest
o Money
o Non availability of skilled trainer

6. What mode of training is normally used in your organisation?

95
 o Job relation
o Conference/Discussion
o External training
o Programmed instruction

7. Training and Development sessions conducted in your firm are Useful. Do you agree
with this statement?
o Strongly agree
o Agree
o Disagree
o Somewhat agree
o Strongly disagree

8. How long does it take to implement the trained process?

o Less than one month
o 1-2 months
o 2-4 months
o More than 4 months

9. How well the work place of training is organised?

o Excellent
o Good
o Bad
o Average

10. What are the conditions that have to be improved during training sessions?
o Reorganise the job
o Remove interference
o Reorganise the work- place
o Upgrade the information of material given during training

11. What are the general complaints about training sessions?

96
 o Take away precious time of workers
o Too many gaps between the sessions.
o Training sessions are unplanned.
o Boring and not useful

12. Comment on the degree to which the training objective are met during the training
sessions:
o All the objectives are met
o Some objectives are met
o Met according to the need
o None of the objectives are met

13. To perform other jobs in your organisation, what training or experience would you
required?
o Safety awareness
o Negotiation skills
o Machine operations
o Occupational health

14. Was the promotion done by the management regarding the training and development
was effective or not?
o Excellent
o Good
o Poor
o Can’t say

15. Which type of training do you prefer

o On the job training
o Off the job training

16. Whether the training conducted by the management was on the job or off the job?
o On the job

97
 o Off the job
o Both
o Not applicable

17. How effective was the training session of your organization

o Satisfied
o Neutral
o Dissatisfied

18. Which technique do you prefer for On the job training

o Coaching
o Under study
o Position rotation
o Multiple management

19. Which technique do you prefer for Off the job training
o Lectures
o Case study
o Group discussion
o Management gain

20. Does Regular training sessions are arranged in your organization

o Yes
o No

98