A STUDY ON

EMPLOYEE’S TRAINING & DEVELOPMENT IN HCL, NOIDA

Functional project report

Submitted in partial fulfillment of the requirements for the award of the degree of

MASTER OF BUSINESS ADMINISTRATION

Submitted By

Rajeev Kumar

Roll no: MBA/4547/09

MBA-4th Semester

2009-2011

BIRLA INSTITUTE OF

TECHNOLOGY

(Deemed University U/S 3 of UGC Act 1956)

Mesra, Ranchi, Jharkhand

DECLARATION CERTIFICATE

This is to certify that the work presented in the project entitled “A Study on employee’s

training and development in HCL, noida” in the partial fulfillment of the requirement

for the award of degree of “Master of Business Administration”, Birla institute of

Technology, Mesra, Ranchi, is an authentic work carried out under my supervision and

guidance.

To the best of knowledge, the content of this project does not form a basis for the award

of my previous degree to anyone else.

Date Mr. K.B. Singh

Department of management

Birla Institute Of Technology

Noida (U.P)

CERTIFICATE OF APPROVAL

The foregoing project’ A Study on employee’s training & development in HCL, noida” is hereby approved as a creditable study of the research topic and has been presented in satisfactory manner to warrant its acceptance as prerequisite to the degree for which it has been submitted.

It is understood that by this approval, the undersigned do not necessarily endorse any conclusion drawn or opinion expressed therein, but approve the project for the purpose for which it has been submitted.

Ms.Meenakshi Sharma Dr. S.L Gupta

In charge management Academic co-ordinator

Birla institute of

technology

Noida

Director

Birla institute of technology

Noida

ACKNOWLEDGEMENT

Act as you speak, speak as you feel, do not play false to your conscience. I am privileged to have successfully completed my project report on employee’s training & development at HCL noida.I am very thankful to everyone who all supported me, for I have completed my project effectively and moreover on time.I am equally expressing my sense of gratitude to Mr. K.B. Singh, Faculty BIT, Noida for his esteemed guidance and inspirations to help me to make a successful complete project work.

RAJEEV KUMAR 

CONTENTS

Declaration Certificate

Certificate of Approval

Acknowledgement

Executive Summary

Page no.

Chapter 1: Introduction 1-

11

(1.1)Introduction to the study

Chapter 2: Literature review 12-13

Chapter 3: Research methodology 14

(3.1) Objective

(3.2) Research design

Chapter 4: Data analysis & interpretation 15-25

Chapter 5: Findings of the study 26-29

Chapter 6: Conclusion & recommendation 30-31

(6.1) Suggestion & recommendation 30

(6.2) Conclusion 31

Bibliography 32

Annexure

Questionnaire

EXECUTIVE SUMMARY

The study on employee’s training and development at HCL is based on several

training and development programmes which helps to improve skills, or add to the

existing level of knowledge so that employee is better equipped to do his present job,

or to prepare him for a higher position with increased responsibilities.

The objective of the study is to measure the effects of training and development on

employee’s. It helps in to examine the effectiveness of training in the overall

development of skill of workforce. The survey has been done through questionnaire

consists of 10 question which was filled by 50 employees of HCL i.e. the sample size.

The study concludes that training and development programmes are the inherent part

of the organization because every organization needs to have well trained and

experienced people to perform the activities that have to be done. But there are some

loopholes in the process like non availability of skilled trainer. In an overall the

organization is using all the essential training and development programmes.

Chapter 1: INTRODUCTION

1.1 Introduction to the study

Employee training means to improve skills, or add to the existing level of knowledge

so that employee is better equipped to do his present job, or to prepare him for a

higher position with increased responsibilities..

Training refers to the teaching /learning activities done for the primary purpose of

helping members of an organization to acquire and apply the knowledge skills,

abilities, and attitude needed by that organization to acquire and apply the same.

Broadly speaking training is the act of increasing the knowledge and skill of an

employee for doing a particular job.

In today’s scenario change is the order of the day and the only way to deal with it is to

learn and grow.

TRADITIONAL AND MODERN APPROACH OF TRAINING AND

DEVELOPMENT

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

TRAINING DEFINED

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

IMPORTANCE OF TRAINING & DEVELOPMENT• Optimum Utilization of Human Resources – Training and Development helps in optimizing the utilization of human resource that further helps the employee to achieve the organizational goals as well as their individual goals.

• Development of Human Resources – Training and Development helps to provide an opportunity and broad structure for the development of human resources’ technical and behavioral skills in an organization. It also helps the employees in attaining personal growth.

• Development of skills of employees – Training and Development helps in increasing the job knowledge and skills of employees at each level. It helps to expand the horizons of human intellect and an overall personality of the employees Productivity – Training and Development helps in increasing the productivity of the Employee’s that helps the organization further to achieve its long-term goal.

• Team spirit – Training and Development helps in inculcating the sense of team work, team spirit, and inter-team collaborations. It helps in inculcating the zeal to learn within the employees.

• Organization Culture – Training and Development helps to develop and improve the organizational health culture and effectiveness. It helps in creating the learning culture within the organization.

• Quality – Training and Development helps in improving upon the quality of work and work-life.

• Health and Safety – Training and Development helps in improving the health and safety of the organization thus preventing obsolescence.

• Morale – Training and Development helps in improving the morale of the work force.

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

• Profitability – Training and Development leads to improved profitability and more positive attitudes towards profit orientation.

• Training and Development aids in organizational development i.e. Organization gets more effective decision making and problem solving. It helps in understanding and carrying out organizational policies.

• Training and Development helps in developing leadership skills, motivation, loyalty, better attitudes, and other aspects that successful workers and managers usually display.

THE TRAINING SYSTEM

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

TRAINING INPUTS

There are three basic types of inputs;

(i)Skills

(ii)Attitude

(iii)Knowledge.

The primary purpose of training is to establishing a sound relationship is at its best

when the workers attitude to the job is right, when the workers knowledge of the job

is adequate, and he has developed the necessary skills.

Training activities in an industrial organization are aimed at making desired

modifications in skills, attitudes and knowledge of employee so that they perform

their jobs most efficiently and effectively.

BEST TIME TO IMPART TRAINING TO EMPLOYEE

1.NEW RECRUITS TO THE COMPANY

These have a requirement for induction into the company as a whole in terms of its

business activities and personnel policies and provisions, the terms, conditions and

benefits appropriate to the particular employee, and the career and advancement

opportunities available.

2. TRANSFERS WITHIN THE COMPANY

These are people who are moved from one job to another, either within the same work

area, i.e. the same department or function, or to dissimilar work under a different

management. Under this heading we are excluding promotions, which take people

into entirely new levels of responsibility.

3. PROMOTIONS

Although similar to the transfer in that there is a new job to be learned in new

surroundings, he is dissimilar in that the promotion has brought him to a new level of

supervisory or management responsibility. The change is usually too important and

difficult to make successfully to permit one to assume that the promotes will pick it

up as he goes along and attention has to be paid to training in the tasks and the

responsibilities and personal skills necessary for effective performance.

4. NEW PLANT OR EQUIPMENT

Even the most experienced operator has everything to learn when a computer and

electronic controls replace the previous manual and electro-mechanical system on the

process plant on which he works. There is no less a training requirement for the

supervisors and process management, as well as for technical service production

control and others.

5. NEW PROCEDURES

Mainly for those who work in offices in commercial and administrative functions but

also for those who we workplace is on the shop floor or on process plant on any

occasion on which there is a modification to existing paperwork or procedure for, say

the withdrawal of materials from stores, the control of customer credit the approval of

expense claims, there needs to be instruction on the change in the way of working in

many instances, a note bringing the attention of all concerned the change is assume

to be sufficient, but there are cases, such as when total new systems in corporating

IT up dates are installed, when more thorough training is needed.

.

. 6. THE MAINTENANCE OF MANAGEMENT SKILLS &

STANDARDS

Skills in supervising, employee appraisal, communications, leadership etc are

important in all companies. Some of these skills are seen to be critical to major

developments in company organization, culture, employee empowerment and so on.

Initial training in these skills is not uncommon in the largest companies on

appointment into management and supervision. But continuous training and

performance monitoring is rare, despite the common knowledge that standards are as

varied as human nature.

7. RETIREMENT AND REDUNDANCY

Employees of any position in the company who are heading towards retirement will

benefit from learning about health, social life, work opportunities money management

etc. Internal or external courses are best attended a year or two before retirement date,

in a few companies a member of Personnel will act as a counselor as required.

BENEFITS OF TRAINING

Employees and the organization need to realize the importance of contribution and

learning for mutual growth and development. Training is the answer to deal with

stagnation stage by constantly updating it in every field. Other benefits of training

include:

Hiring appeal: companies that provide training attract a better quality

Workforce.

Assessing and addressing any performance deficiency.

Enhancing workforce flexibility. Cross-cultural training is essential for

better adjustment in the new environment.

Increasing commitment: Training acts as a loyalty booster. Employee

motivation is also enhanced when the employee knows that the

organization would provide them opportunities to increase their skills and

knowledge.

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

changes; it acts as a catalyst for change.

Higher customer satisfaction and lower support cost results through

improved service, increased productivity and greater sufficiency.

Training acts as benchmark for hiring promoting and career planning.

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

opportunities for growth available in an organization.

THE EVALUATION OF TRAINING

There are a number of expressions used to describe steps taken by management and

by training offices at the conclusion of training and during the days or weeks

afterwards. These expressions include validation, evaluation, follow-up and

implementation, as well as cost benefit, which have appeared in more recent years.

We are interested in all of these and have already tackled one of the, implementation,

and we start by giving our definitions in order to establish a clearer picture of what

each is, and how they relate to each other.

Evaluation of training, or, indeed of anything, consists simply of putting a value to it.

To evaluate training means undertaking a search for the effect that it has had on the

people and the situations, which it influences, and then trying to measure or estimate

whether this is advantageous or disadvantageous.

METHODS OF TRAINING

LECTURES – A Method of Training

It is one of the oldest methods of training. This method is used to create understanding of a topic or to influence behavior, attitudes through lecture. A lecture can be in printed or oral form. Lecture is telling someone about something. Lecture is given to enhance the knowledge of listener or to give him the theoretical aspect of a topic.. DISCUSSION TRAINING METHOD

This method uses a lecturer to provide the learners with context that is supported, Elaborated, explains, or expanded on through interactions both among the trainees and between the trainer and the trainees. The interaction and the communication between these two make it much more effective and powerful than the lecture method. If the Discussion method is used with proper sequence i.e. lectures, followed by discussion and questioning, can achieve higher level knowledge objectives, such as problem solving and principle learning.

COMPUTER-BASED TRAINING (CBT)

With the world-wide expansion of companies and changing technologies, the demands for knowledge and skilled employees have increased more than ever, which in turn, is putting pressure on HR department to provide training at lower costs. Many organizations are now implementing CBT as an alternative to classroom based training to accomplish those goals.

Some of the benefits of Computer-Based Training are:

              

. The growth of electronic technology has created alternative training delivery

systems. CBT does not require face-to-face interaction with a human trainer. This

method is so varied in its applications that it is difficult to describe in concise terms.

MENTORING

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

Some key points on Mentoring

Mentoring focus on attitude development

Conducted for management-level employees Mentoring is done by someone inside the company It is one-to-one interaction

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

JOB ROTATION

Some of the major benefits of job rotation are:

It provides the employees with opportunities to broaden the horizon of

knowledge, skills, and abilities by working in different departments, business

units, functions, and countries

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

It determines the areas where improvement is required.

OFF THE JOB TRAINING –

There are many management development techniques that an employee can take in

off the job. The few popular methods are:

SENSITIVITY TRAINING

TRANSACTIONAL ANALYSIS

STRAIGHT LECTURES/ LECTURES

SIMULATION EXERCISES

Training Evaluation

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

Purposes of Training Evaluation

The five main purposes of training evaluation are:

Feedback: It helps in giving feedback to the candidates by defining the objectives and linking it to learning outcomes.

Research: It helps in ascertaining the relationship between acquired knowledge, transfer of knowledge at the work place, and training.

Control: It helps in controlling the training program because if the training is not

effective, then it can be dealt with accordingly.

Power games: At times, the top management (higher authoritative employee) uses the evaluative data to manipulate it for their own benefits.

Intervention: It helps in determining that whether the actual outcomes are aligned with the expected outcomes..

Chapter 2: Literature Review

The fundamental aim of training is to help the organization achieve its purpose by

adding value to its key resource – the people it employs. Training means investing in

the people to enable them to perform better and to empower them to make the best use

of their natural abilities.Any training and development programme must contain

inputs which enable the participants to gain skills, learn theoretical concepts and help

acquire vision to look into distant future.

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

attitudinal changes and stress upon decision making and problem solving abilities.The

stages in training and development process are going to be identified with a specific

focus on different training and development methods and consideration of its

advantages and disadvantages

According to Casse and Banahan (2007), the different approaches to training and

development need to be explored. It has come to their attention by their own preferred

model and through experience with large Organizations. The current traditional

training continuously facing the challenges in the selection of the employees, in

maintaining the uncertainty related to the purpose and in introducing new tactics for

the environment of work and by recognizing this, they advising   on all the problems,

which reiterates the requirement for flexible approach. 

 According to Davenport (2006), mentioned in his recent studies that it’s easy to

implement strategy with the internet supported software. 

some of the Training theories can be effective immediately on the future of the skill

and developments. The “content” and the “access” are the actual factors for the

process. It is a representation itself by the Access on main aspect what is effective to

the adopted practice in training development. As per the recent theories to access the

knowledge is changing from substantial in the traditional to deliver the knowledge for

the virtual forms to use the new meaning of information with electronic learning use.

There is a survey confirmation for using classroom to deliver the training would drop

dramatically,(Meister,2001).

A manager is that what the other members of the organization wants them to be

because it is a very popular trend of development training for the managers in the

training for the management (Andersson, 2008, Luo, 2002). Most of the managers

seems to reject a managerial personality in support of the other truth for themselves

(Costas and Fleming, 2009).

finally, the literature on training and development use as a motivation and

retention tool is going to be reviewed, moreover, training and development on

international scale and its possible issues are going to be discussed. to sum up, a

conclusion summarizing all findings is going to be drawn.

.

Chapter 3: Research Methodology

3.1 Objectives

To examine the effectiveness of training in overall development of

skills of workforce.

To examine the impact of training on the employee’s.

Reduce the learning time for employees starting in new jobs on

appointment, transfers or promotion, and ensure that they become

fully competent as quickly and economically as possible.

To measure the differential change in output due to training

. 3.2 RESEARCH DESIGN

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

systematic and objective study of problems. Market research specifies the information

required to address these issues; designs the method of collecting information; manages

and implements the data collection process; analyses the results and communicates the

finding and their implications

SAMPLE SIZE

For the study, a sample size of 50 employee’s was taken.

TOOLS USED FOR DATA COLLECTION

Primary data collected through questionnaires.

Secondary data collected through magazines, journals, websites.

Chapter 4: Data analysis and Interpretation

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

RESPONSE NO. OF

RESPONDENTS

PERCENTAGE

Less than 10 24 48

10-20 16 32

20-40 6 12

More than 40 4 8

SAMPLE SIZE - 50

Figure 1

The above chart indicates that 48% of employee’s have attended less

than 10 training programmes whereas 32 % of employee’s have attended

10-20 training programmes, it means in every month there was 1 training

programme attended in the organization in last one year.

.

Q2.Your Organization considers training as a part of organizational Strategy. Do you agree with this statement?

RESPONSE NO.OF RESPONDENTS PERCENTAGE

Strongly agree 23 46

Agree 14 28

Partly agree 10 20

Can’t say 3 6

Figure 2

The above graph indicates that 74% of employee’s are agreed that

training is a part of organizational strategy.

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

RESPONSE NO. OF PERCENTAGE

RESPONDENTS

Senior staff(Higher

level managers)

5 10

Junior staff(Middle

line managers)

10 20

New staff 10 20

Based on requirement 25 50

Figure 3

The above graph indicates that 50% of employees felt that training is

given mostly on the basis of requirement whereas, 20% of employees felt

that it is given to junior and new staffs.

Q 4. What is the most important barrier to Training and Development Programme in your organization?

RESPONSE NO.OF RESPONDENTS PERCENTAGE

Time 10 20

Money 8 16

Lack of interest by the

trainees

12 24

Non-availability of

skilled trainer

20 40

Figure 4

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

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

Organization?

RESPONSE NO.OF RESPONDENTS PERCENTAGE

Job rotation 7 14

External training 13 26

Conference/discussion 10 20

Programmed

instruction

18 36

Others 2 4

Figure 5

The above graph indicates that 36% of employee’s felt that

programmed instruction is mostly used in the organization whereas,

external training and conference/discussions are also used in the

organization. It means that these 3 programmes are mostly used by the

organization.

Q6. What type of training is being imparted for new recruitments in

your organization?

RESPONSE NO.OF RESPONDENTS PERCENTAGE

Technical training 15 30

Management training 9 18

Presentation skill 10 20

Induction training 12 24

Others 4 8

Figure 6

The above graph indicates that 30% of employees felt that technical

training is the most important training which is being imparted for new

recruitments in the organization ,it means that the organization is insisting

more on technical training.

Q7. The time duration given for a training period is?

RESPONSENO.OF

RESPONDE

NT

PERCENTAG

E

Sufficient 28 56

To be

extended

4 8

To be

shortened

12 24

Manageable 6 12

Figure 7

The above pie chart shows that 56% of employees felt that time

duration for a training programme is sufficient whereas 24% of

employee’s felt that ,it should be shortened.

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

during the training sessions?

RESPONSE NO.OF RESPONDENTS PERCENTAGE

All the objectives are

met

30 60

Some objectives are

met

7 14

Met according to the

need

10 20

None of the objectives

are met

3 6

Figure 8

The above graph indicates that 60% of employees felt that all the

objectives are met during training sessions. It means training sessions are

running successfully in the organization.

Q9. Does the training programme help in your career advancement?

RESPONSE NO.OF RESPONDENT PERCENTAGE

Strongly agree 23 46

Agree 19 38

Neutral 6 12

Disagree 2 4

Figure 9

The above graph shows that 84% of employee’s are agreed that training

programmes helps in their career advancement.It means training

programmes are helpful in career advancement also.

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

RESPONSE NO. OF RESPONDENTS

PERCENTAGE

Less than 1 month 20 401-2 month 15 302-4 month 12 24More than 4 months 3 6

Figure 10

The above graph indicates that 40% of employees felt that the

organization takes less than 1 month to implement the trained process.

Chapter 5: Findings of the study

The findings of the study reveals that HCL has a wide range of training & development

programmes which helps the employees to develop their skills and give the standard

performance. HCL also gives rewards and promotions on a regular basis so,that the

employee’s can achieve their personal goal as well as organizational goal.

Some of the important training programmes are discussed below:

INDUCTION TRAINING

Joining a new company is always stressful. HCL believes that

it is the job of the company to minimize this stress and make

it an enjoyable experience. To this end HCL organizes

Induction Programmes at 2 different stages of an employee's

Work Life HCL has a half day Induction on the first day of

joining to enable the new employees to get an overview of

HCL as a company, Structure and Lines of Business and to introduce them to other

new joiners and make them feel Welcome into the organization.

HCL also organizes a 2 day offsite Induction programme a couple of months into an

employee's career with HCL . This acts as a more informative induction programme

for new joiners, and also as a refresher for existing staff. The programme covers an

overview of HCL strategy and marketplace proposition and its Core Competencies.

The 2 day programme is delivered is an opportunity to gain information, meet peers

and HAVE SOME FUN!!!

BUDDYING

The HCL AXON 'Buddy' System is designed to help new employees to have as

smooth a transition into HCL AXON as possible by providing hands-on practical and

emotional

support during their first 3 months on a project. It helps to provide the employees with

a sense of belonging, make them comfortable with their Work Life and aims to

encourage Team work and Loyalty. It gives consultants the opportunity to be directed

to people who can help with basic needs as well as all Project related needs.

PERFORMANCE MANAGEMENT AND DEVELOPMENT

A key part of the Performance Management and Development process is the

allocation of a Development Manager for each HCL employee. HCL offers a

Performance management system that is focused on developing each employee to his

or her potential, for the benefit of the individual, clients and HCL as a whole.

The development is the accountability of the individual, supported and assisted by the

organization. The Performance Review process is the opportunity for consultants to

get a feedback on their performance as well as give a feedback to their Project

Managers on what they are enjoying and what they could do to contribute more or

what HCL could do to help support them in their endeavour to maximize potential

PROMOTION AND BONUS

HCL has a grading system that is precise and defined. There is a clear visibility of your Career path within the organization and the Development Managers assist you at every review to move towards promotion to the next Level. All roles have a clear definition with regard to the Core Skills, HCL Understanding and Values to give a clear picture of how one's career is heading and the aspects considered for Promotion and Bonus.

HCL AXON Academy

HCL AXON Academy is the name given to the structured Training and Development sessions available to all HCL AXON Employees across all Lines of Business, Group and Business Support. HCL AXON Academy events are a mixture of internally and externally conducted events. Employees are given an option to choose from a wide range of programmes which would enhance their Technical skills and also other Managerial and Soft skills.

HCL COMNET  Being a people-centric organization, it makes imperative for HCL to develop practices that help facilitate the culture of growth and development here. That's why their HR policy is built around EDGE (Employee Development Growth and Empowerment). EDGE is a program aimed towards making Comnet a "Learning Organization", an organization where growth is measured not just by profits but also as the synergetic growth of each one of its employees.

The concept of the learning organization has been developed with a 3-prong objective

in mind, of creating value, retaining value and delivering value for the internal

customer, the external customer and the organization as a whole

CATALYST PROGRAMS

Key Account Management Workshops (KAM) are conducted at regular intervals involving sales & marketing teams. The KAM training explores new approaches in developing and leading accounts and in customer sensitivity

Assessment Centers have been designed to ensure high professional skill levels and to inculcate the desired behavior of employees. The assessment centers are carried out at all levels and functions within the organization. This also greatly helps us to align the employee’s development objectives to the organization

360° appraisals: HCL has successfully carried out 360° appraisals to help facilitate personal and organizational growth.

Mapped Career path: At HCL, the belief that career is a path and not a destination is the philosophy behind chalking out the career path for each of our fellow employees. Be it a lateral move, or vertical growth, all decisions are taken keeping in mind the interest of the individual

Awards: Performers in HCL get the annual awards for their contribution to Comnet's growth. Award types include Value Creators, Benchmark, Eureka and Pinnacle Award

Induction: An extensive one-month induction program is conducted to bring any new

recruit up to pace with the culture, work ethics and tech environment of the

organization

Long Service Award

The Long Service Award recognizes an employee’s contribution towards the

company. It is an appreciation of the part played by the employee in the journey of

HCL. The Long Service Award is given to employees on completion of 5 years, 10

years, 15 years, 20 years, 25 years and 30 years of service with HCL. Employees are

awarded with trophies and recognition letters from CEO and chairman.

The organization follows an effective training process and the training is mostly given

to those employee’s who need it. But the most important barrier for the training

process is non-availability of skilled trainer.

As the workload is much on employee’s therefore

less attention is given to training sessions by the employee’s.

Chapter 6: Conclusion & Recommendation

6.1 Suggestion and recommendation

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

reduce the cost.

The maximum emphasis will be given to job instruction methods where the

trainee are made to understand their job thoroughly and the role they are

going to play in performing their job.

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

Education.

The training objective will be in keeping with needs and abilities of the

trainee and it will be the major reason for success of the training as whole...

The trainee fill the feedback form and from time to time test are conducted

to know the gauge the effectiveness of training to employee to check their

memory if they retain anything or not.

Stress management training is more important for employee as it was

observed that people are all the time in tension like situation as to how to

do what to do when to do, no time and things like that which kept them

tensed all time.

6.2 Conclusion

The study concludes that, a solid employee-development program can mean the difference between a successful company and one that struggles. Indeed, the company's chances for growth are closely aligned with its commitment toward fostering employee development. More and more workers are looking for employers who can help them increase their knowledge and skills. It's no longer enough to offer a conventional benefits package. Companies that want to attract -- and retain -- valuable people on staff need to actively participate in their employees' growth and development. It's rewarding for employees to expand their knowledge base and take on new challenges, as it makes coming to work about more than just a paycheck.

Pairing newer, less experienced employees with more experienced employees is a great way for people to learn from one another. Mentors can serve as a sounding board for younger employees, and can provide job coaching, advice on career development, and introductions to other professionals in the industry. Mentors often help their charges to see the "bigger picture" when it comes to their working life. And, at the same time, mentors themselves can gain valuable insight from their protégés and become better managers.

Investing in the employees' continuing education demonstrates that the company values its people and wants them to grow. Even after an individual joins an organization and the "honeymoon" period has passed, companies should continue to provide training on an ongoing basis for any skills that may be pertinent to the employee's job.

Employees appreciate job security, but in order to grow professionally, people want and need new responsibilities. Giving the employees opportunities to grow within the company lets them know that they value their past contributions and have faith in their abilities to take on greater challenges. Let people know when new positions are available in the company before opening up those jobs to outside applicants, and be sure to give first consideration to in-house candidates.

Often, employees want to make suggestions about the way things are done but don't have a way to voice their ideas. Develop a method that makes it easier for staffers to share their creative ideas or suggestions with top management.

BIBLIOGRAPHY

BOOKS-

Human resource management (C.B.Gupta)

Human resource management (Stphens P. Robins)

Employee’s training & developmemt (Neo Raymond A.)

INTERNET-

www.hcl.in

www.wikipedia.org

www.hclinfosystems.in

www.hcltech.com

www.hclcdc.in

ANNEXURE

QUESTIONNAIRE

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

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

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

Strongly agree Agree Partly agree Can’t say

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

Senior staff (Higher level managers) Junior staff (Middle line managers) New staff Based on requirement

4) What is the most important barrier to training and development programme in your organization?

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

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

Job rotation External training

Conference/Discussion Programmed instruction Others

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

Technical training Management training Presentation skill Induction training Others

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

Sufficient To be extended To be shortened Manageable

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

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

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

Strongly agree

Agree

Neutral

Disagree

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

Less than 1 month

1-2 months

2-4 months

More than 4 months

ANY SUGGESTIONS:

A) ………………………………………………………..

B)………………………………………………………..

C)………………………………………………………….

Name: ----------------------------------------------------------

Age -------------------------------------------------------------

Sex--------------------------------------------------------------

Phone no.-----------------------------------------------------------

.

 

s