training need identification process” moser bare

8/12/2019 Training Need Identification Process Moser Bare

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A

PROJECT REPORT

ON

TRAINING NEED IDENTIFICATION PROCESS

IN

MOSER BAER INDIA LIMITED

A REPORT SUBMITTED IN PARTIAL FULFILLMENT OFTHE REQUIREMENTS FOR THE AWARD OF THE

DEGREE OF BBA

SUBMITTED TO SUBMITTED BY KAPIL KUMARMr. PANKAJ KUMAR Roll No. 7 !""!#

BATCH$ BBASESSION$%!&&$&'

(A))*l*+,- B/ CCS U0*1-r2*,/ 3M--r4,5

COLLAGE OF EDUCATION BILAS PUR GREATER NOIDA

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Declaration

I, KAPIL KUMAR , student of BBA COLLAGE OF EDUCATION BILAS PUR.

GR. NOIDA hereby declare that the summer training project work titled

TRAINING NEED IDENTIFICATION PROCESS submitted in partial

fulfillment of the requirements for the award of the degree of BBA is my original

work.

The contents of the study in full or parts ha e not been submitted to any other

institution or uni ersity for the award of any !egree.

"lace#

!ate# $%"I& $'(%)

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ACKNOWELDGMENT

I take this opportunity to express my profound gratitude and deep regard to, Mr. Sanjay Sengar

(General Manager of Sales & Marketing at Moser !aer "n#ia Lt# and Mr. Sa$%in Mal%otra

(De 'ty Manager of After Sales Ser i$es ) for guiding me throughout this project. for his

exemplary guidance, monitoring and constant encouragement throughout the course of this

project work. The help and guidance given by him time to time shall carry me a long-way in

journey of life on which I am about to embark.

I would like to thank to Mr *ankaj K'+ar (*rofessor ) College of E#'$ation !ilas 'r) Greater

Noi#a for his valuable guidance and support throughout the lifetime of this project. I am

indebted to his for his guidance.

!!A , t%

Se+. KA*"L K-MA oll No. /012213

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Training is the continuous, systematic de elopment among all le els of employees of their knowledge and their skills and attitude . we can say thattraining is the organiAed procedure by which an employee learns knowledge andskill for doing a particular job.

Training is required 4 when producti ity isdecreasing ,?hen new technology is taking place , when organiAation is not meeting its goal .we can say that training is the way to meet the desired result . training is conductedon the basis of organiAational needs , group needs or indi idual needs. Trainingneed identification is a tool to identify what educational courses or acti itiesshould be pro ided to employees to impro e their work producti ity.

OBJECTIVES

To identify the needs of training in the organiAation.

To identify the T I process in the organiAation.

To identify that 3) deptt. "ro ides adequate training for growth = de elopment of employees.

To check training programmes are conducted at regular inter al.

To identify that time duration gi en for training is sufficient.

To identify that training programmes moti ate employees to learn = apply newknowledge and skills to the job.

To identify the need fulfillment through appropriate training in the organiAation.

To identify the parameters which are used for identification of training needs.

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SCOPE

asically, there are two types of the training B eha ioral = /unctional.The scope of training co ers beha ior aspect = functional aspect for a particular

organiAation. eha ioral training deals with team work , communication , conflict,etc. functional training co ers all the functional area of the particular organiAation.oth types training helps the organiAation to impro e the producti ity.)esearch report comes to light the facts which hamper the T I process in theorganiAation.

LIMITATIONS

T I process does not address areas like employment ,organiAational change and

de elopment.The focus of T I process is building more on the job competencies rather thande eloping managerial skills for future goal.

either the T I process is linked with potential appraisal nor succession planwhich may lea e the training process incomplete.

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(oser aer is a world leader in the de elopment and manufacture of remo abledata storage media, headquartered in ew !elhi, and is one of IndiaCs leadingtechnology companies. -stablished in 1;9+, the company successfully de elopedcutting edge technologies to become the worldCs second largest manufacturer of ptical 2torage media like 0!s and !D!s.

The company also emerged as the first to market the neEt4generation of storageformats like lue4ray !iscs and 3! !D!. )ecently, the company has transformeditself from a single business into a multi4technology organiAation, di ersifying intoeEciting areas of 2olar -nergy, 3ome -ntertainment and IT "eripherals =0onsumer -lectronics.

(oser aer has a presence in o er 9* countries, ser iced through siE marketingoffices in India, the '2, -urope and Fapan, and has strong tie4ups with all major global technology players.

(oser aer has the distinction of being preferred supplier to all top global -( brands.

(oser aer stands committed to supplying highest quality fully licensed media toits customers.

(oser aerCs products are manufactured at its three state4of4the4art manufacturingfacilities. It has o er 8,


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4"STO 5 O6 MOSE !AE

Milestones on 4the ro ! to le !ershi"#$

1;9+ 4 5ear of Incorporation

1;97 4 "roduction of 9. 4 "roduction of +.7G disks commences /irst "ublic Issue

1;;9 4 (oser aer India gets I2 ;7croreK in (oser aer.

%greement with 3ewlett4"ackard to manage the manufacturing, marketingand distribution of 3"4branded !D!L)s, !D!L )?s, 0!4)s and 0!4)?s, storage media in India and the 2%%)0 region.

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(oser aer named as contributing member of the lu4ray !isc %ssociation

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Vision

GTouching e ery life across the globe through high technology products andser icesG

Mission

?e will dri e growth through our eEcellence in mass manufacturing.

?e will mo e up the alue chain through rapid de elopment of technology, products and ser ices.

?e will le erage our relationships, distribution, cost leadership and Gcan doGattitude to become a global market leader in e ery business

Values

Te %&or'#

Thinking and working together across functional silos, hierarchies, businesses andgeographies. 0o4operating = supporting each other towards common goals.

Inte(rit)#

0onsistently beha ing and taking decisions in an ethical, trustworthy and fairmanner in all spheres of life.

P ssion#

(issionary Aeal coming out of oneCs heart to dri e to the goal which gi es one afeeling of Gdo it with prideG and Glo e to be thereG. % feeling that encourages one todream = realiAe the dreams. 2elf4commitment to gi e more than 1


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S"ee!#

(eeting and eEceeding customerCs eEpressed or implied eEpectations by a Gdo itGattitude and by doing right, first time, on time and e ery time.

*+i,' F ,ts

%mong the top two media manufacturers in the world

-ntered the highly eEciting and emerging global technology space of photo oltaic in mid4*


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Co6 +0/ Pol*8*-2

?hen youCre running a small business, thereCs not a lot of time for personnelmanagement. %fter all, you ha e clients to meet and projects to complete. 2o youlet employees work independently, unless or until itCs e ident there are problems.Then you step in.

In order to gi e staff members the feelings of autonomy and ownership, they need

to know the rules. These go beyond what time to show up, acation time and health benefits. 5ou need a written company policy that co ers computer and Internet use.% companies policies and procedures are manual guides both managers andemployees as to what is eEpected and can pre ent misunderstandings aboutemployer policy. In addition, super isors and managers are more likely toconsistently apply policies if they are clearly communicated in writing. %nd is

probably your first line of establishing an affirmati e defense strategy. It is true thatwritten policies, like any record, can be used against an organiAation in a lawsuit.

CSR Poli,)

%t (oser aer, we belie e that 0orporate 2ocial )esponsibility J02)K is the wayto conduct business that achie es a balance or integration of economic,en ironmental and social imperati es while at the same time addressingstakeholder eEpectations. 'nder its 02) policy, the company affirms itscommitment of seamless integration of marketplace, workplace, and en ironmentand community concerns with business operations. (oser aer uses 02) as anintegral business process in order to support sustainable de elopment andconstantly endea ors to be a good corporate citiAen and enhance its performance onthe triple bottom4line.

CSR M*22*o0

?hilst being committed to eEcellence and total customer satisfactionthrough teamwork, ceaseless inno ation and timely deli ery of quality

products of international standards, we recogniAe our responsibilities towardssocial and en ironmental dimensions of our business and thus aim to isibly

play a leading role within our sphere of influence.

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?e will stri e to be a leader while continuing our business in a socially anden ironmentally responsible manner. ?e affirm our commitment to contributeto nation building measures through impro ing quality of life of our workforce, their families and the communities of the area we eEist and beyond.

T E STRUCTURE

0ommunity !e elopment ehicle, (oser aer Trust is headed by 02) 3eadof (oser aer

Trustees are senior leaders from the company/unctional scorecard and $)%s align initiati es with companyNs strategic

objecti es)egular board le el reporting to 02) 0ommittee"rograms e ol ed after stakeholder dialog and ha e independent budget,

action plans and targets

0ommunity programs designed to meet (illennium !e elopment :oals J(!:sKin ( I&Ns sphere of operations4 as contribution to nation building.

Co%%+nit) De1elo"%ent )ecogniAing that gi en its de eloping country conteEt, community de elopmentforms an important element of 02), we ha e established the (oser aer Trust 4 adedicated ehicle set up for this purpose focusing on the issue of health, li elihoodsand digital literacy in our surrounding areas while we continue to work on largerissues like recycling of plastics, access to education for isually challengedchildren, disaster preparedness on a broader le el. ur community de elopment

programs are undertaken after stakeholder dialog and ha e a strong sustainablede elopment component to ensure that our initiati es contribute to achie ing themillennium de elopment goals in our sphere of influence.0orporate 2ocial )esponsibility 4 :reen 0ompany

E S Poli,) $

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?e are fully committed to de elop and operate a safe, healthy and cleanen ironment to protect ital human resources, plant, machinery and theen ironment from the haAards and risks through#

o

0omplying with applicable en ironmental, health = safety legislations andall requirements of interested parties.o 0ontinually impro ing the processes and work practices for pollution

pre ention and risk minimiAation through objecti e dri en targets.

Cor"or te So,i l Res"onsi2ilit) $ Certi-i, tions 3 Re,o(nition

o (oser aer, being a responsible company, has secured prestigiouscertification of I2 16


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(oser aer, being a responsible company, has secured prestigious certification ofISO 45664#7665 for en ironment management audited by ! D

(oser aer has also secured O SAS 48664#4999 standards for 3ealth =2afety (anagement audited by ! D

( I& is one of the ery few companies to get SA 8666 certification for being 2ocially accountable.

2ony :reen "artner 0ertification for product en ironmental management

system from 2ony Fapan securing ;8.7M 44 highest score e er for anycompany audited by 2ony worldwide.

/I)2T in I !I% to recei e "hoto 2anity 0ertificate from :o ernment ofIndia (inistry of %griculture with permanent code no I 4


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HUMAN RESOURCEPRACTICES

IN MOSER BAER INDIA LIMITED

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HR- ORGANIZATIONAL CHART

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PRODUCTS AND SER9ICES

O ,*8+l 2,or+:- 6- *+ ;

)ecordable 0ompact !iscs J0!4)K,

)ewritable 0ompact !iscs J0!4)?K,

"re4recorded J0!H!D!K.

!igital Dersatile !isks J!D!4)K

)ewritable !igital Dersatile !isks J!D!4)?K,

&ight 2cribe4enabled media.

!D! "latinum

(ini !D!

!D!L) !< &

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TRAINING NEED IDENTIFICATION

Introduction

Training need identification is a tool utiliAed to identify what educational coursesor acti ities should be pro ided to employees to impro e their work producti ity.

3ere the focus should be placed on needs as opposed to desires of the employeesfor a constructi e outcome. Inorder to emphasiAe the importance of training needidentification we can focus on the following areas#4

To pinpoint if training will make a difference in producti ity and the bottomline.To decide what specific training each employee needs and what will impro ehis or her job performance.To differentiate between the need for training and organiAational issues and

bring about a match between indi idual aspirations and organiAational goals.Identification of training needs JIT K, if done properly, pro ides the basis on whichall other training acti ities can be considered. %lso requiring careful thought andanalysis, it is a process that needs to be carried out with sensiti ity as peopleCslearning is important to them, and the reputation of the organiAation is also at stake.

Identification of training needs is important from both the organiAational point of iew as well as from an indi idualCs point of iew. /rom an organiAationNs point of iew it is important because an organiAation has objecti es that it wants to achie efor the benefit of all stakeholders or members, including owners, employees,customers, suppliers, and neighbors. These objecti es can be achie ed only through

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harnessing the abilities of its people, releasing potential and maEimiAingopportunities for de elopment.

Therefore people must know what they need to learn in order to achie e

organiAational goals. 2imilarly if seen from an indi idualCs point of iew, peopleha e aspirations, they want to de elop and in order to learn and use new abilities, people need appropriate opportunities, resources, and conditions. Therefore, tomeet peopleCs aspirations, the organiAation must pro ide effecti e and attracti elearning resources and conditions. %nd it is also important to see that there is asuitable match between achie ing organiAational goals and pro iding attracti elearning opportunities.

%lso in order to bring a synchroniAation between organiAational and indi idualobjecti es people need to question the way they do things. %nd this is precisely thehidden objecti e behind any training need identification process. It should ideally

be a long4term process of encouraging employees to take an acti e in ol ement intheir own de elopment, thus increasing their commitment to learning, to their work, and to the organiAation as a whole.

Different Levels at which it is to be Conducted

Identification of training needs can be done at three le els to ascertain three kindsof needs : -

Organizational Needs -

These concern the performance of the organiAation as a whole. 3ere identificationof training needs is done to find out whether the organiAation is meeting its current

performance standards and objecti es and if not, eEploring ways in which trainingor learning might help it to do so. 2ometimes organiAational training needs are alsoidentified when the organiAation decides that it has to adopt a major new strategy,create a new product or ser ice, undergo a large4scale change programme, or de elop significant new relationships, such as joining with others to form new

partnerships.

Group Needs -

2ince working in groups and teams ha e become ery much pre alent in todayCscorporate world that is why nowadays there is increased emphasis gi en on teameffecti eness and team performance. 2o training needs are nowadays e enidentified at the group le el. Training needs here are concerned basically with the

performance of a particular group, which may be a team, department, function,

sub4unit, or so on. Information about this groupCs performance may identify areasof need 4 which, again, may be for training or other inter entions. It is used to find

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out how efficiently a particular team or group goes about its business and meets itscurrent objecti es.

Individual Needs -

These concern the performance of one or more indi iduals Jas indi iduals, rather than as members of a groupK. 3ere identification of training needs is about findingout to what eEtent indi iduals need to learn or be trained in order to bring their current performance up to the required le el as a result of changes in methods and

processes that call for new competencies and skills.

TRAINING PROGRAMMES IN MOSER BAER

):% IO%TI %& T3)'2T %)-%2 J T%K$now your policyalance score card awareness( I& ision, mission and alues"erformance management system workshop:allup workshopspen communication = feedback workshop for performance management

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)oll associateNs inductionInduction to sr. mgmtInduction for 3 associatesInduction to management trainees

") 0-22 I(") D-(- T72$aiAen?aste management

%d anced 2"00ost of quality0ycle time reduction:roup problem sol ing/(-%4 failure mode = effect analysisIntroduction to ! -(easurement system analysis(initab applicationT"(4 Total "lanned (aintenanceTP(4 Total Puality (anagement

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2I@ 2I:(% asic awareness programme on siE sigma 5ellow belt certification programme

:reen belt traininglack belt training%d ance yellow belt

I(2 J I T-:)%T-! (% %:-(- T 252T-(2K I(2 % wareness&egislati e requirements

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2taying %head 41 de elopment programme for technicians2taying %head 4* de elopment programme for engineers2taying %head 4+ de elopment programme for middle management

FUNCTIONAL : TEC NICAL"roject management"roduction planning = control(aterial management = in entory control!isk handling0omputer skills J eEcel , word , power point K-lectrical dri es awareness programme

&ab&< training programme&1 training programme&* training programme!ye handling dye preparation Jall formatK(achine process parameter (anufacturing concept?orking principle of 'D4spectrophotometer , 3"&0 ,:0:&" J good lab practices K

0!) H !D!) ") !'0TI H") 0-22(achine process parameter (anufacturing conceptP(" = product parameter onding process !D! ) 2puttering process(olding defects = its solution

%!(I .Inspection skillsDigilance JsecurityK- ent management%sset management

I / )(%TI T-03 & :52er ers

etworking skills

"rogramming languages-)"4 userNs training

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$now IT security policy and framework J awareness programmeK

'TI&ITI-2TransformerNs training-Eide battery maintenance2witchgear awareness(oter maintenance

2T )-22tores = warehousing awareness?arehouse management

3) Thomas profiling awareness sessionThomos profiling0ompetency based inter iewing skills

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)eason for gap J-K

correcti eactionJ/K

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!. 0ompetency rating)ating !efinition 1 2tarted learning

* 0an perform under guidance H super ision + 0an work H perform independently

6 0an work H perform independently as well has troubleshooting=problem sol ing capability

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7 "erform outstandingly and teaches H coaches others

-. )easons for gap)eason !efination

1 &ack of interest H beha ioral reasons* &ack of education+ &ack of eEperience6 &ack of training

/. 0orrecti e action%ction !efination1 eeds more in ol ement* eeds more learning H education+ eeds more eEperience6 eeds training

-mployee signature appraiserNs signature re iewerNs signature

!ate# name# I!# name# I!#

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In ( I& , there is a certain process which is conducted by training = de elopmentdeptt. basically focuses on functional = beha ioral training . there is 2taying%head training that co ers area of team work,communication , conflict , customer orientation etc.

Training need identification process starts with the

distribution of T I forms to different departmentNs heads. These heads identify theemployees who need training in different areas . T I forms are sent to T=! deptt.for the training. T= ! deptt. prepares annual calendar on the basis of requirements of training.

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ANALYSIS

!ata analysis is one of the most essential stages of the sur ey, which helpsone to draw proper inferences.

This part of the project is practically based on training need identification process.?hich were conducted in (oser aer and are analyAedS

The main aim of this sur ey is to study things# 4

To study the training need identification process.

To study the whole process of training.

To study the employees training need.

To study the whether the employees are satisfied with the process or not.

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DATA COMPILATION ~ QUESTIONNAIRE ON TRAININGNEED IDENTIFICATION PROCESS! IN MBIL "

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)esponse 4 5es o

o. of respondents 4 69 *

"ercentage 4 ;8 6

*. !I20'22I 2-22I / -("& 5-- ?IT3 (% %:-).

)esponse 4 5es o


"ercentage 4 ;8 6

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)esponse 4 5es o

o. of respondents 4 66 8

"ercentage4 99 1*

6. "%)%(-T-)2 / ) T I ") 0-22.

"erformance appraisalL 0ustomer complaintL :ap analysisL /uture business requirement

o. of respondents B >

"ercentage B 16

:ap analysisL /uture business requirements

o. of respondents B +

"ercentage B 8

"erformance appraisal

o. of respondents B ;

"ercentage B 19

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:ap analysis

o. of respondents 411

"ercentage B **

"erformance appraisalL 0ustomer complaint

o. of respondents 4 1

"ercentage B *

"erformance appraisalL /uture business requirementsHeEpansion plant

o. of respondents 4 *"ercentage B 6

"erformance appraisalL :ap analysisL /uture business requirementsHeEpansion plant

o. of respondents B *

"ercentage B 6

"erformance appraisalL :ap analysis

o. of respondents B +

"ercentage B 8

/uture business requirements

o. of respondents B 6

"ercentage B 9

0ustomer complaintL :ap analysis


"ercentage B 6

0ustomer complaintL :ap analysisL /uture business requirements


"ercentage B 6

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0ustomer complaintL /uture business requirements


"ercentage B *

"erformance appraisalL 0ustomer complaintL :ap analysis


"ercentage B *

0ustomer complaint

o. of respondents B *"ercentage B 6

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"ercentage 4 ;8 6

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"ercentage 4 ;8 6

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)esponse 4 5es o

o. of respondents 4 61 ;

"ercentage 4 9* 19

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9. 2'"" )T % ! 2'//I0I- T TI(- ") DI!-! 5 T3- T)%I I : !-"%)T(- T

)esponse 4 5es o

o. of respondents 4 61 ;

"ercentage 4 9* 19;. )-0 ((- !-! T)%I I :2 %)- 3-&"/'&

)esponse o. of respondents M age

2trongly agree 1; +9%gree *6 69

eutral 6 9!isagree <

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FINDINGS

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)esearch is a careful in estigation or injury specially through search for new factsin any branch of knowledge. /inding comes through research. %nd all finding arecompletely based on research. /indings are completely based on abo e mentioned

research based data are as follows#Training need identification process is completely based on competencyle el of an indi idual.

0ompetency le el takes as a base to identify training needs of an indi idual.

(oser aer pro ides regular discussion session of employees with hismanager during the T I process.

-mployees want training as per their requirement not based on fiE criteria.

-mployees want online process and they want process should be automatic.

(ajor areas like performance appraisal, customer complaint, gap analysisand future business requirements are co ered during the T I process butthere is less focus on minor areas.

(ore focus will be gi en by training department on functional skills.

T I process is effecti e for all and it is impro ing the skills.

-mployees are agreed with recommended trainings are helpful in achie ingorganiAational goal.

-mployees think that all necessary actions are taken by the trainingdepartment for identifying training need but some employee want more

emphasis on T I process.

Trainings are imparted time to time which helpful in skill up gradation butsome employees want random training as per the requirement, not time totime.

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INTERNAL FACTOR

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STRENGT S JL eK B

IndiaNs leading company in manufacturing 0!s and !D!s.

ig brand, good reputation in the minds of customer.

-mployees are more satisfy and less dissatisfy.

Training needs are appropriately identified in ( I&.

)ecommended trainings for employees are helpful in achie ingorganiAational goal and self de elopment.

%ll necessary actions are taken by the training department during the T I process.

3 !s and associates both are gi en sufficient time to carry out T I process.

Training department takes competency le el as a base to identifying training

needs. T I process helpful in skill up gradation.

0EAKNESSES J41eK B

/ew employees are not agree with needs are appropriately identified in

( I&.

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%ll employees are not satisfied with T I process and they wantimpro ement in T I process.

%ll necessary actions are not taken by the training department.

Training department is not able to gi e sufficient time to all associates foridentifying training needs.

E;TERNAL FACTOR

OPPORTUNITIES B

T I process more of a team building eEercise and all employees arein ol ed in analyAing the training need and discussing the opportunities thatwill help them in de elop their potential.

The opportunities that help them in build their competiti e ad antagethrough T I and it also include skill de elopment.

(anaging time and meeting their targeted objecti e also helps them inenhance job specific competencies.

The T I process helps them bring in more role clearity to help them inhandle set of responsibilities therefore T I process not only competenciesare built but also help them in achie e future organiAational goal.

T REATS B

The T I process does not address areas like employment, organiAationalchange and de elopment.

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The focus is building more on the job competencies rather than de elopingmanagerial skill for future goal.

either the T I process is linked with potential appraisal nor succession plan which may lea e the training process incomplete.

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RECOMMENDATIONS

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T I process should be online because it will be time sa ing and moreeffecti e.

T I process should be dynamic because it can deal with changing businessrequirement.

Training should be more practical and based on some industrial eEperience.

Training process should be specific rather than general.

Training department should conduct monthly re iew.

&ast * + years same training topics are continued so that there should besome new topics introduced.

2ubsequent trainings should pro ide for all le el of employees.

Training department is co ering all major areas but they do not gi e moretime to identify minor needs. Training department should gi e more time toidentify minor needs.

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%t the nset, This project was commenced with a apparition of analyAing thecurrent training need identification process in ( I& and after through the study, tocome out with the certain recommendations which can bring a good impact in

( I&. %fter finishing my project, I came to know that ( I& is well reputedorganiAation.

usiness is a continuing acti ity, it has to last indefinitely. It is therefore necessarythat it must be equipped with competent, energetic, healthy, de oted and trainedemployees. ?orkers are the real assets of the enterprise so the, Training and!e elopment "rogram. ?hich helps in moti ating them towards their work andhelp in de eloping themsel es etc.

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I &I :)%"35

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BIBLIOGRAPHY

BOOKS#$

3arold $oontA = 3einA ?eihrich, -ssential f (anagement Tata (c :raw3ill.

3itt, (iller, 0olella , rganiAational eha ior % 2trategic %pproach,?iley 2tudentNs -dition.

"estonjee !. ((, (oti ation and Fob 2atisfaction,(acmillan India &imited.

0e2sites

www.moserbaer.in www.sitehr.com

www.business.com

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http://www.moserbaer.in/http://www.sitehr.com/http://www.business.com/http://www.moserbaer.in/http://www.sitehr.com/http://www.business.com/


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% -@')-

QUESTIONNAIRE ON TRAINING NEED IDENTIFICATIONPROCESS AT MBIL

!ear participants, I ha e undertaken a project of my ( % course. I assure you that data will beconfidential and will be used for research purpose only.

"lease mark the suitable option according to you.

1. Training needs are identified based on competency le el of an indi idual and actualrequirement of the job Jgap analysisK.

a. 5es b. o.

*. T I process in (oser aer assures discussion session of the employee with his managerfor his de elopment.

a. 5es b. o.

+. %n indi idual employee is gi en freedom to identify training needs for self at the time oftraining need identification process.

a. 5es b. o.

6. ?hat are the parameters taken into consideration for identification of training needsS

a. "erformance appraisal, b. 0ustomer complain,c. :ap analysis,d. /uture business requirementsHeEpansion plant.

7. %re the trainings imparted time to time helpful in skill up gradationS

a. 5es b. o.

8. - er since your joining ha e you been undergone some training programS

a. 5es b. o.

>. There takes place detailed discussions between associates and managers on hiscompetencies reason for gap and correcti e actions at the time of identification of training

needs.

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a. 5es b. o.

9. The 3 !s and associates both are gi en sufficient time and support by trainingdepartment to carry out T I process effecti ely.

a. 5es b. o.

;. !o you agree that training needs identifiedHrecommended for employees are helpful inachie ing organiAational goal and self de elopmentS

a. 2trongly agree b. %greec. eutrald. !isagreee. 2trongly disagree

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16. %ny suggestion for impro ing T I process in ( I&. UUUUUUUUUUUUUUUUUUUUUUUUUUUUUUUUUUUUUUUUUUUUUUUUUUUUUUUUUUUUUUUUUUUUUUUUUUUUUUUUUUUUUUUUUUUUUUUUUUUUUUUUUUUUUUUUUUUUUUUUUUUUUUUUUUUUUUUUUUUUUUUUUUUUUUUUUUUUUUUUUUUUUUUUUUUUUUUUUUUU

,, THAN YOU ..

.

training need identification process” moser bare

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