A FACULTY STUDENT COLLABORATIVE LEARNING

1
A FACULTY STUDENT COLLABORATIVE LEARNING (FSCL)
PROJECT – 2015-17
REPORT ON :
“Training and Development Practices in different sector
companies and its impact on the Company’s workforce”.
UNDER THE GUIDANCEOF
Prof. Sanjay Sukhtankar
REPORTCOMPILED BY :
 PGDM – 2015-17(HUMAN RESOURCE)
1. MeenalGupta
2. NehaMohabey
3. SuruchiBaghe
4. TriptiLalwani
5. Vicky Raj
INDIRA INSTITUITE OF MANAGEMENT, PUNE

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CERTIFICATE
This is to certify that the following students of POST GRADUATE DIPLOMA
INMANAGEMENT at INDIRA INSTITUTE OF MANAGEMENT, PUNE (IIMP) have
workedon the Research Project, entitled “Training and Development Practices in
different sector companies and its impact on the Company’s workforce”,from January
2016 to April2016 in partial fulfillment of the requirement for FACULTY STUDENT
COLLABORATIVE LEARNING OF HUMAN RESOURCE SPECIALIZATION.
Name of the Students:
1. Meenal Gupta
2. NehaMohabey
3. SuruchiBaghe
4. TriptiLalwani
5. Vicky Raj
During the Project work, we found all of them to be sincere and committed to the Project
Work. We recommend this project report to be accepted and evaluated.
Wishing them all the best for their future endeavors.
Name & Signature of Faculty Mentor Name & Signature of Head of Department
Prof. Sanjay Sukhtankar Prof. ThirumagalPillai
Date: _________________________

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DECLARATION
We hereby declare that the Faculty Student Collaborative Learning (FSCL) Research
Project“Training and Development Practices in different sector companies and its
Impact on the Company’s workforce” is an original piece of work done by us under the
guidance of Prof. Sanjay Sukhtankar. All the Secondary data and other relevant
information drawn from different sources for this report are duly acknowledged by us. We
have put all our sincere efforts in making the report see the light of the day.We hereby also
declare that the information provided in this project report is true to our knowledge.
No part of this report has been submitted by us to any university / institution for the award
of any diploma or degree.
NAME OF THE STUDENT SIGNATURE OF THE STUDENT
1. Meenal Gupta
2. NehaMohabey
3. SuruchiBaghe
4. TriptiLalwani
5. Vicky Raj
Date: 20th April,2016
Place: Pune

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Acknowledgement
The success of any project is the result of hard work & support of a number of individuals,
motivation & guidance of our mentor and this project is no different. The preparation of
this project report was possible through cooperation of various persons. We would like to
express our profound gratitude to all of them.
Firstly we would like to express our gratitude to Almighty for helping us.
We take immense pleasure in submitting the project on“Training and Development
Practices in different sector companies and its Impact on the Companies’
workforce”. This project has helped us to understand various patterns of investment of
investors.
We are extremely grateful to our mentor Prof. Sanjay Sukhtankarfor his valuable
guidance and support during the progress of this project. Without her crucial inputs, this
project would not have been possible.
Also,We would like to convey our thanks to Prof. ThirumagalPillai who helped us,in all the
ways, for making this research project a potential one.
We take this opportunity to express our sincere gratitude to our Director, Dr.Pandit Mali
and Deputy Director Dr. S.P Singh for their valuable guidance, inspiration, encouragement
and feedback in completing this project.
We are also thankful to those employees who cooperated with us and provided us with
valuable information taking time from their busy schedule.
Finally, we express my heartiest gratitude toward all those who helped us directly or
indirectly in the completion of this project.
Date: 20th April, 2016.
Place: Pune, Maharashtra

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CONTENTS
CHAPTER
NO.
CHAPTER TITLE
Page No.
1. Introduction and the rationale of the study 11-12
2. Review of Literature 13-17
3. Objectives and scope 18
4. Research methodology 19-21
5. Data analysis and interpretation 22-74
6. Observations and findings 75-78
7. Conclusions 79
8. Learning 80
9. Bibliography 81
10. Appendices 82-86

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LIST OF TABLES
Sr.No. TABLE NO. TITLE OF TABLE PG.NO.
A. Basic.1
List of Employees Responded
Spreadsheet
B. Basic.2
Gender
Spreadsheet
C. Basic.3
Age Scale
Spreadsheet
D. Basic.4
List of Company, responded employee belong to
Spreadsheet
E. Basic.5
Designation of the employee responded
Spreadsheet
F. Que.1
Sector
22
G. Que.2
Identification of whether Co. impart T & D program
23
H. Que.3
Did employee undergone any T & d Practices
46
I. Que.4
Since Induction?
27
J. Que.5
Compulsion?
28
K. Que.6
Frequency of Scheduling T & D sessions
30
L. Que.7
Training Period
34
M. Que.8
Training Method
36-40
N. Que.9
Training Type/Form
36-40
O. Que.10
Consultation and discussion before finalizing needs
41
P. Que.11
Discloser time of Evaluation
44
Q. Que.12
Feedback on Evaluation after T & D Practices
45

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R. Que.13
Effectivity of Training
46
S. Que.14
Any Appraisal /Rewards
48
T. Que.15
Clause - T & D needs in Appraisal form
48
U. Que.16
Additional Fees For Training
49
V. Que.17
Level Of Satisfaction
51
W. Que.18
Employees’ wants in T & D Program
53
X. Que.19
Is T & D is an important HR Function ?
56
Y. Que.20
Perception on reasons for Que 19
58
Z. Que.21
Evaluation – Bias-ness?
62
AA. Que.22
Thought of leaving/Switching company
-
BB. Que.23
Rating on reason for Que.22
63
CC. Que.24
What if no T & D is given?
67
DD. Que.25
Possible loopholes employees finds
70
EE. Que.26
Will employee commend the company to other?
73
FF. Que.27
Suggestion for T & D practices enhancement
Spreadsheet

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LIST OF GRAPHS
Sr.No. TABLE
NO.
TITLE OF TABLE Page No.
A. Basic.1
List of Employees Responded -
B. Basic.2
Gender -
C. Basic.3
Age Scale -
D. Basic.4
List of Company, responded employee belong to -
E. Basic.5
Designation of the employee responded -
F. Que.1
Sector 22
G. Que.2
Identification of whether Co. impart T & D program 23-25
H. Que.3
Did employee undergone any T & d Practices 46 & 47
I. Que.4
Since Induction? 26 & 27
J. Que.5
Compulsion? 28 & 29
K. Que.6
Frequency of Scheduling T & D sessions 30 & 31
L. Que.7
Training Period 33 & 34
M. Que.8
Training Method 36,38 & 40
N. Que.9
Training Type/Form 36,38& 40
O. Que.10
Consultation and discussion before finalizing needs 41

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P. Que.11
Discloser time of Evaluation 43 & 44
Q. Que.12
Feedback on Evaluation after T & D Practices 45
R. Que.13
Effectiveness of Training 46 & 47
S. Que.14
Any Appraisal /Rewards 48
T. Que.15
Clause - T & D needs in Appraisal form 48
U. Que.16
Additional Fees For Training 49 & 50
V. Que.17
Level OfSatisfaction 51 & 52
W. Que.18
Employees’ wants in T & D Program 54
X. Que.19
Is T & D is an important HR Function ? 56 & 57
Y. Que.20
Perception on reasons for Que 19 58, 59 & 61
Z. Que.21
Evaluation - Bias/Unbias ? 62
AA. Que.22
Thought of leaving/Switching company -
BB. Que.23
Rating on reason for Que.22 63, 65 & 66
CC. Que.24
What if no T & D is given? 67 & 68
DD. Que.25
Possible loopholes employees finds 70& 71
EE. Que.26
Will employee commend the company to other? 73 & 74
FF. Que.27
Suggestion for T & D practices enhancement -

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ABSTRACT:
The study has been done through the survey based on descriptive and casual research aims
at exploring the knowledge about Training and Development practices in different sector
companies and its impact on the employees working currently in certain company. The
research have also tried to investigate whether attrition is taking place due to loopholes
and inadequacy inT& D provided by the company.The reason the effects of training needs
assessment on employee performance, the effects of Training form given to,satisfaction
level and the clause in appraisal form have been taken as the potential parameters to carry
out the research study. The study targeted a total of 126 employees as our purposive
sampling with the pre-determined criterion i.e only working class can contribute their
responses. For data collection Questionnaires were used. The research has been done using
graphical and tabulation methodology and the findings are based on the data compiled out
of the responses.The research study has been processed in Pune region by collecting the
required data through Google forms and paper forms.
The result shows that companies are keeping pace with attaining their responsibility
towards their employees and majority of the employees seems to be satisfied with the T &
D Practices. The research also concludes that the training and Development provided to the
employee’ doesn’t influence them to leave the company but could have the huge possibility
of large attrition, if companies stops continuing this Human Resource function.

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CHAPTER – 1
INTRODUCTION
 Definitions of Training and Development:
 According to the Michel Armstrong,“Training is systematic development of
the knowledge, skills and attitudes required by an individual to perform
adequately a given task or job”.
 According to the Edwin B Flippo, “Training is the act of increasing knowledge
and skills of an employee for doing a particular job.”
 Training: The aim of any training programme is to provide instruction and
experience to new employees to help them reach the required level of
performance in their jobs quickly and economically. For the existing staff,
training will help develop capabilities to improve their performance in their
present jobs, to learn new technologies or procedures, and to prepare them to
take on increased and higher responsibilities in the future.
 Development: Employee Development Programs are designed to meet
specific objectives, which contribute to both employee and organizational
effectiveness. There are several steps in the process of management
development. These includes reviewing organizational objectives, evaluating
the organization’s current management resources, determining individual
needs, designing and implementing development programs and evaluating
the effectiveness of these programs and measuring the impact.
 Differences between Training and Development:
Area Training Development
Content Technical skills and
knowledge
Managerial Behavioral skills and
knowledge
Purpose Specific and Job
related
Conceptual and General
Knowledge
Duration Short term Long term
For Whom Technical and non-
managerial
personnel
Managerial personnel

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 Types of Training Methods:
1. On the Job.
2. Off the job.
 On the Job- When an employee learns the job in actual working site in real life
situation, and not simulated environment. Employee learns while working. This type
of training, also known as job instruction training, is the most commonly used
method. Under this method, the individual is placed on a regular job and taught the
skills necessary to perform that job. The trainee learns under the supervision and
guidance of a qualified worker or instructor.
 Off-the-job training- These are Employee training at a site away from the actual
work environment. It often utilizes lectures, case studies, role playing, simulation…
It is conducted in a location specifically designated for training. It may be near the
workplace or away from work, at a special training center or a resort conducting the
training away from the workplace minimize distractions and allows trainees to
devote their full attention to the material being taught- However, off-the-job
training programs may not provide as much transfer of training to the actual job as
do on-the-job programs.
 Training forms for Training methods :
 On-the-job Methods:
 Job Rotation& job Enrichment
 Coaching
 Job Instruction
 Committee Assignments
 Apprenticeship
 Internship
 Off-the-job Methods:
 Classroom Lectures
 Audio-Visual
 Simulation
 Vestibule Training
 Case Studies
 Role Playing
 Programmed Instructions

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CHAPTER – 2
REVIEW OF LITERATURE
The desire for ‘TRAINING AND DEVELOPMENT’ (T & D),is supported by human resource
management (HRM) theory, which is one of the processes in achieving organizational goals
by attracting and maintaining employees, and also to manage them effectively. HRM theory
indicated that ‘T & D’ is the field concerned with organizational activity aimed at bettering
the employee’s performance in organizational settings .
It can be defined as development of skills, specifies measurable objectives, and should
result in observable change in behavior (Wagonhurst, 2003). Training is a systematic
process, which helps people to learn how to be more effective at work by modifying
knowledge, skills or attitudes through learning experience to achieve effective performance
(Buckley and Caple, 2000).
The training results are considered less important than the activity itself because the
organizations are satisfied as long as the employees attend. Hence, whether the employees
retain anything or can apply what they have learned from the training to the job, it is
immaterial because it is the activity that count and not the results benefited from the
training (Hamid, 1987).
Recent studies mentioned that training is an essential element for sustainable competitive
advantage and survival in the 21st century as it is the process of providing employees with
specific skills or helping them to correct deficiencies in their performance (Poh, 2001).
TRAINING NEEDS ASSESSMENT (TNA) : It tells where and what kind of training programs
are needed, who needs to be included,conditions under which training will occur and
criterion to guide program evaluation and feedback after training sessions.
 Failure to conduct a TNA can lead to costly mistakes.(McArdle,1998)
The expectation of the training objectives to be achieve at the end of the program; the
conditions under which the trainees able to demonstrate their learning and the standards
that must be reached to confirm level of competence and understanding are another
dimensions of TNA, which have been discussed by previous researchers (Bersin, 2006 and
Buckley and Caple, 2000)

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 According to Buckley and Caple (2000), there are five major benefits by having and
stating TNA in the training, which are:
(1) Prevention in teaching too much or too little, which too little training indicates
inadequate training may not provide a stimulus for improvement, while overload training
can lead to overtraining syndrome .
(2) Guidelines for the training course design and are the basis for producing enabling
objectives and learning points;
(3) Clarification of what are the goals in the training for the reference to the trainers and
for the trainees;
(4) Efectiveness of the training in terms of knowledge, skills and attitudes expected of the
trainees, the minimum acceptable performance standards and the conditions under which
the performance is measured.
(5) Validation of the training which providing the link between training needs and the
training.
In multinational companies, training can provide an important impetus to achieve shared
values and facilitates network building between headquarters and subsidiaries.
 Helliriegel et al,(2001) states that training of employees in organization increases
higher productivity through better job performance, more efficient use of human
resources, goals and objectives more effectively met, reduced cost due to less
labour turnover, reduced errors, reduced accidents and absenteeism, more capable,
and mobile workforce and retention of the existing staff.
 (Asgarkhani, 2003) argues that the success of training is contingent upon the
effectiveness of performance planning and measuring. The fact of the matter is that
the three fundamental aspects surrounding this approach are process classification,
selection of proposed methods, and delivery.
 (John et al, 2002) -Training does bear fruitful results not only to the organization
but also to the employees. Training is an opportunity for promotion and self-
improvement, improved job satisfaction through better job performance, a chance
to learn new things and there is greater ability to adapt and cope with changes.
 It also prepares employees for their next career move. This move may be in the
organizations or in life in general.
 Lynton and Pareek (2000) argue that to enhance individual motivation for
training, the employees should be part and parcel of what it communicates to
applicants through all its contacts with them. This would makeapplicants feel

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confident that the training foci are clear and shows perceptive concern for people
taking part in the program.
 Sims (2002) emphasizes that training focuses on present jobs while development
prepares employees for possible future jobs.
 Regardless of individual differences and whether a trainee is learning a new skill of
acquiring knowledge of a given topic, the person should be given opportunity to
practice what is being taught.
 The most important of all which will give life to other four is application because
training is useless unless learning can be applied.
 Owens’ study centered on the overall impact of training. The study found that
employees had a higher level of commitment also had a higher level of ‘turnover
cognition’ A higher score in turnover cognitions indicated that the employees had a
more favorable attitude and was less likely to consider turnover. By applying the
results of his survey to independent t-tests,Owens was able to determine that
trained employees had a mean turnover cognition of 31.15 and organizational
commitment of 83.54.In comparison the untrained employees had a mean of 28.94
for turnover and 75.87 for commitment.
 On the job training boosts employee morale (Economic Times Survey)
Times Jobs.com bureau over 40% employers voted on the job training for increase
productivity and 35% for enhanced employee morale in the organization in a survey
concerning training and development, conducted by T Jinsite, research and
knowledge arm of Times Job.com.
 Waleed Hassan et.al.(2013)- The researchers of this study discovered that for the
better encouragement and loyalty of employees,organizations should induce reward
giving phenomenon.
 Wipro bags ASTD (American Society for Training and Development) training award
for sixth time.(Times of India).
 YogitaMandhanya, research study (2015)concluded in the finding that
organization should have strategy having weightage in its HR practices in order to
foster job satisfaction and retaining the employees by career development
opportunities.

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A.IT –INFOSYS Co. ltd
 Employee T & D initiatives AT Infosys:
 Technical training by education & research department.
 Quality process training.
 Personal effectiveness and managerial programs ILI(The Infosys leadership
system).
 Development assignment.
 360 degree feedback.
 Infosys culture workshop.
 Action learning.
 Benefits gained from initiatives:
 Systematic process learning
 Improves satisfaction and moral
 Helps on knowledge upgradation
 Helps to meet future personnel needs
 Removes performance deficiencies.
B. Manufacturing – GODREJ Indus. ltd
 Employee T & D at GODREJ:
Extensive training programs were undertaken for various managerial and officer
levels.
 GALLOP(global accelerated learning leadership and orientation program)
introduced in 2002,structured to induction –training program at Godrej.it aimed at
nurturing the new recruits into leaders& dynamic performers through this one year
program .
 Besides on the job assignments aligned to their function,GALLOPers had the
opportunity to be a part of –
a. The YOUNG EXECUTIVE BOARD (YEB): to strengthen the communication
between lower and senior level managements where YEB TO PROVIDE
INFORMATION DOCUMENTED,accessed by directors of the management
committee
b. Mentoring by business leaders.

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c. Reverse mentoring : in this approach the CEOs and senior management of
Godrej learned from the junior staff (to understand what young people who
are hands on,finds in the market their suggestions and what coulsd be
changed).
d. Red and blue teams(aims to come up with recommendations and strategies
for future growth of their divisions by judgind the plans of each team made in
3-4 months for next 3 yrs).
 SPARK PROGRMSwereorganised to train the trainers.
 E-GYANfor giving E – LEARNING attempt to move from traditional training methods
of workshops.
 BPO TRAINING AND INTERPERSONAL TRAINING.
C.BANKING SECTOR
In Banks, there is a need for the continuous training and development of the staff in the
areas of customer care services on operational aspects and behavioral aspects of the
business.
How are the needs identified?
The training needs are assessed through task analysis and performance analysis, which can
be conducted through surveys, or from the information furnished by the heads of the
departments, customer complaints, even from the reports on 360 degree feedback systems.
In case of a large banks, there are two ways of conducting training programmes – through
an established department having a full time HRD functionary who oversees all the training
and development functions of the Banks or through an external trainers coordinated by the
HRD department of these days Banks.
 Sthapit (2012) pointed out that the strategic human resource development factors
affecting the evaluation of induction training effectiveness in Nepali banks on low
and middle level managers of Nepali development banks. The study revealed that
induction training as most effective in terms of learning and least effective on
the behavior change criterion.
 Purohit (2012) studied the existing policies practiced in co-operative banks to
appraise the level of HRD practices.The study revealed that training helps
employees to gain better understanding in the area of Job and this will enhance their
stock of knowledge. Extensive training providing the continuous development, such
as on-the-job training, training programs and workshops can be a driving factor for
the activities in the firm.

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CHAPTER – 3
 OBJECTIVES:
1. To understand the Training and Development activities in the different sector
companies focusing on IT, Manufacturing and Banking sectors.
2. To study the impact of Training and Development practices on the
employees/workforce of the company, currently working in.
3. To study the influence of Training and Development, one of the HR practices, upon
attrition.
 SCOPE:
1. Thepresent research has focused the corporate companies belonging to different
sectors keeping IT, Manufacturing and Service sectors in preference for analysis of
the objectives.
2. The study has focused the variables like training and development programs,
induction time, compulsion factor, types of training, Training needs,Performance
evaluation and feedback, Clause in forms,Hygiene factors,terms like Job enrichment
and Job rotation, Loyalty factor, Level of satisfaction and Attrition as well.
3. The study is limitedon the elements of human resource management, particularly in the
area of training and developmentpractices.Most of the questions asked consist of some
relation among one another.
4. This study has beencarried out taking the response of various employeesinto
consideration.These employees belong to different designations in differentsector
companies running in INDIA.
5. Also, the project inhibitssome collected suggestions and findings which can be the gateways
of improvement and query elimination, in HR functioning of the respective companies.
 The scope gives us information regarding.
 Attrition and employees’ thought process towards it.
 Satisfaction level of employees towards company inputs.
 Loopholes and needs for making practices potential ones.

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CHAPTER – 4
RESEARCH METHODOLOGY
 Definition of Population:
The study is mainly related in understanding the impact of Training and development sessions on
the workforce of companies. The population selected for the research study consists of
employees of different sector companies working currently, at specified designations.These
employees belong to different levels and posts and can be working to any company in Indian
region.The population has the age scale from 20yr to more than 35yr. And population is
classified under categories namely - Male,Female and Others.
 ResearchProcess:
 Researchdesign:
 Descriptive Research – Cross sectional study.
 Casual Research – Non experimental (Ex Post Facto).
 Fundamental Research.
 Data collectionmethodology
 Primary data
 Secondary data.
Primary data was collected through a questionnaire prepared by us and was collected
through survey method, that is, by distribution of Questionnaire. The distribution is done
via brick(paper forms) and by click(Google forms).
Define
Research
Problem
Reviewof
Literature
Research
Methodology
Data
collection
Data
Analysis
Interpretation
and report

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Secondary datais collected from:
 Case Studies and Research papers using websites.
 Library Books and Journal.
 Customer database i.e. excel
 Sample design
Sampling was mainly done in two forms:
 Random Sampling
 Purposive Sampling
Random Sampling: Working individuals were selected at random for our survey so that it
is an unbiased surveying technique.
PurposiveSampling, a non-probability sampling has been selected due to presence
ofdeliberate selection of sample units is there that conform to some pre-determined
criteria i.e only working class can contribute their response towards the questionnaire.
 The link of the google form has been scattered in a hit and miss fashion.Also people
were asked to fill the paper forms easy to reach, i.e. getting participants wherever
you can find them and typically wherever is convenient.
 Sample size
As per the collected data analysis, we have collected samples of 126employees out of which
101 are the google form respondents and rest 25 samples are in the paper form. We
consider it an adequate number to generalise the inference for our Casual research.
 Techniques for data analysis
The data collected was systematically compiled and represented with the use of MS-
Excel,MS-Word and Google form. The data analysis and interpretation has been done using
following certain tools:
 Bar graphs and column graphs.
 Pie charts and Pivot tables.
 Behavioral analysis.

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 Limitations:
Due to certain limitations the research study could be restricted in giving the cent
percent accuracy and may save from proper generalisation of findings.
Some limitations are as follow:
 The study has not focused the aim of analysing the impact of training sessions by
categorising employees in strata of level of management and designation of their
working in the company.
 Moreover extra care should be given when extending the results of this study to all
Indian companies (i.e for generalisation).
 The employeesmay lack extensive knowledge about Human resource terms so it
was hard for them to fill up some fragments of the questionnaire provided to them.
 The number of questionnaires returned may have reduced the validity as the
number was limited to 120 responses.
 This study is conducted to analyze their pattern not all those factors that really
matter while investing.
 Due to limited size of the sample size, conclusions reached by this study may not be
entirely applicable to all the companies of different sectors
 An interpretation of this study is based on the assumption that the respondents
have given correct information
 Reluctances of the people to provide complete information about them can affect
the validity of the responses.
 The range of employees designated at top level management,in the data collected
was limited due lack of potential approach.
 The research has the limitation of behavioral inference.
 Besides the study has the limitation of time, place and resources.

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CHAPTER – 5
DATA ANALYSIS AND INTERPRETATION
Sector Frequency Percentage
IT 73 57.9%
Manufacturing 19 14.3%
Banking 10 7.9%
Others 25 19.8%
Interpretation:-
 57.9% of workforce is involved in IT sector, 14.3% in manufacturing, 7.9% in Banking
services and 19.8% in other sectors.
 IT sector is dominant sector and is handling major number of employees.
Key findings:-
 IT absorbs majority of workforce to provide employment to them.
Note :For further research, “BANKING” has been counted under “SERVICE SECTOR” .

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Que.2. Do your company imparts training and development practices for their employees?
Identificationof whetherCo. impart T & D
program
Sector
IT Manufacturing Services Grand
Total
No 9 1 3 13
Sometimes 5 3 2 10
YES 59 18 26 103
Grand Total 73 22 31 126
Interpretation:-
 Majority of employees (81%) says, their respective IT-companies impart training and
development programs.
 Very less (12%) of the IT company’s employees doesn’t facilitated by T & D Program from
their IT-Companies.

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Interpretation:-
 Majority of employees (82%) says, their respective Manufacturing-companies impart training
and development programs. Besides this, 14% employees working population in this sector
gets such sessions but not as regular criterion of the companies.
 Negligible percentage (4%) of the Manufacturing companies employees aren’t getting T & D
programs.

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Interpretation:-
 Majority of employees (84%) says, their respective Service sector -companies impart training
and development programs.
 Very few percentage (10%) of the service sector company’s employees aren’t getting T & D
programs.
Key Findings:-
 IT- SECTOR does HR Functioning-‘T & D practices’ and impart programs to their
workforce.Almost all the companies coming under Manufacturing sector do imparts
‘T & D SESSSIONS’ to their employees.Significant Service Sector companies impart
T&D practices to their workforce but significant no of such companies aren’t running
Hr functioning-T&D Practices.
 Looking at company’s response towards their employee enhancement, it
seems they aimed at bettering the employee’s performance in organizational
settings.

26
Que.4. Does your company provide training and development services right since induction
period?
Since Induction? Sector
Total
No 15 5 5 25
Yes 58 17 26 101

27
Interpretation:-
Majority of IT, Manufacturing and Service sector workforce are getting T&D programs from the
very beginning of their joining (i.e since induction) by companies,they are currently working in.
 IT Sector -79%
 Manufacturing Sector-77%
 Service Sector -84%
Key Findings:-
 Currntly,most of the companies from all the three sectors are actively performing
their HR function in T & D matters.They start working on their employees from
the induction days itself.

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Que.5. Whether T & D programs provided by your company were compulsory for the
employees?
Compulsion? Sector
Total
No 15 7 5 27
Sometimes 11 5 16
Yes 47 15 21 83

29
Interpretation:-
Most of the companies feel T & D must be a compulsory practice and to make sure each and
every employees work in their forum with some better trained expertise.
 IT SECTOR companies have made compulsory to attend T&D Programs to majority
of 64% of employees working there. Besides this,15% of the employees have to
attend T&D Sessions which are mandatory for sometimes.
 Manufacturing SECTOR companies have made mandatory to attend T&D Programs
to majority of 68%of employees working there and made compulsory to 32% of
employees for certain such practices.
 Service SECTOR companies have made compulsory to attend T&D Programs to
majority of 68%of employees working there. Besides this, significant 16% of the
employees need to attend T&D Sessions mandatorily for certain specific T&D
Programs.
Key findings:
 From the above data, it seems companies from all this three sectors,mostly tries
to make this activity mandatory.
It reveals that these companies want their employees to be competent enough in
this business world. This says company itself having great concern for their
employees’ betterment and growth.

30
Que.6. What is the frequency of scheduling T & D sessions provided by your company?
Frequencyof SchedulingT & D sessions Sector
Total
Dependsonfactors 33 3 10 46
More than 5 11 3 14
Only1 10 8 12 30
05-02-2016 19 8 9 36
Note : (kindly read ‘05-02-2016’as ‘2-5 times’)
Interpretation:-
 Majorityof employees45% working in this sector, said that they getstraining programs
depending upon factors,in a year and other 15% gets more than 5 such programs to
attend.
 26% said that they have 2-5 training programs in a year.
 14% said training programs are provided by companies are only for once in a year.

31
Interpretation:-
 Only14% of employees working in this sector, said that they getstraining programs
depending upon factors,in a year and other 14% gets more than 5 such programs to attend.
 36%said that they have 2-5 training programs in a year.
 36% said training programs are provided by companies are only for once in a year.

32
Interpretation
 32% of employees working in this sector, saidthat they getstraining programs depending
upon factors,in a year.
 29% said that they have 2-5 training programs in a year.
 39%(majority) said training programs are provided by companies are only for once in a
year.
Key findings:-
 IT SECTOR: Majority of players in this industry provide training to their employees with
their timely factors requirements in a year.
Manufacturing SECTOR: Major players in this industry providetraining to their employees
frequently for either once or 2-5 (differ company to company).
Service SECTOR: Majority of players in this industry providetraining to their employees
frequently for either once or else for 2-5 sessions (differ company to company).

33
Que.7. How many days you were been under training provided by your company?
Training Period Sector
Total
1-3 months 29 4 10 43
15 days 18 6 10 34
Lessthan a week 19 11 10 40
More than 3 months 7 1 1 9

34
Interpretation:-
 Mostly the employees in the organization are given training for 1- 3 Months and secondly,
large no of training is given for period of less than a week
 IT SECTOR majorly provides 1-3 months of training programs to their workforce.
 Manufacturing sector majorly provides training programs of less than a week.
 Service sector majorly provides trainings of a period 1-3 months or less than a week.
Key findings:-
 Mostly a time span of 1-3 months or 7 days is preferred in company for training employees.
It changes with respect to the preferences of sectors.

35
Que.8.Under which Training Method you have been trained? (AND)
Que.9. Type of Training form company provided to you?
A. IT-SECTOR
TYPE OF TRAININGS TRAINING METHODS
Both Off the JOB On the JOB IT Grand
total
Case studies&guestlecture plusMentoring&
participationinprojects&assignments.
- - - -
Books,Videos&6stepdemo( designedbyToyota
for salesdepartment)
- - - -
Case studies&guestlectures. 5 6 8 19
Case studies,games pluslearningtechniques - - 1 1
Distance Learning 3 8 1 12
finance sector - - - -
Gamespluslearningtechnique. 5 - 1 6
Guestlectures,Shadowtraining,knowlege transfer
and Domainrelatedtrainings
- - 1 1
IF AnyCombination,Mentioninoption 'Others' - - - -
Jobtraining 1 - - 1
Mentoring& providingparticipationincomplex
projectsandassignments.
21
(60%)
4 8 33
(45.20%)
None - - - -
Skillsenhancementandpractical knowledge - - - -
Toyota way - - - -
Percentage Share 47.95% 24.65% 27.39% 100%

36
(Majority hike can be seen from graph and table):
Interpretation:-
 47.94% of the employees are getting both type of training in this sector.
 60% of both the method employee segment getting ‘Mentoring & providing participation in
complex projects and assignments” type of training.
 45.20% of employees irrespective of the training method pursued by them have got training in
‘Mentoring & providing participation in complex projects and assignments”.

37
Key findings:-
 IT SECTOR companies are mostly imparting their T&D Practices by relying on both the training
methods (OTJ & OFTJ) and prefers to gives training in the form of ‘Mentoring & providing
participation in complex projects and assignments’.
B.MANUFACTURING-SECTOR
TRAINING TYPE TRAINING METHOD
Both Off the JOB On the JOB Grand Total
Case studies&guestlectures. 2 1 4
(57.14%)
7
Distance Learning 1 1 1 3
Gamespluslearning
technique.
1 - 3 4
IF AnyCombination, Mention
inoption'Others'
1 - - 1
Mentoring& providing
participationincomplex
projectsandassignments.
2 2 2 6
(27.27%)
None 1 - - 1

38
Interpretation:-
 57.14% of the employees have got “On the job” type of training in this sector with the training
type of “Case Studies & Guest Lectures”.
 45.46% of employees have got “On the job” training in this sector.
 27.27% of overall employees belonging to this sector have been trained through “Case Studies &
Guest Lectures” training type.
0
2
4
6
8
10
Casestudies&guest…
DistanceLearning
Gamespluslearning…
IFAnyCombination,…
Mentoring&providing…
None
GrandTotal
Manufacturing
TRAINING METHOD Both
TRAINING METHOD Off the JOB
TRAINING METHOD On the JOB

39
Key findings:-
 Manufacturing Sector companies are mostly imparting their T&D Practices by relying on the
training type –“On The Job” and prefers to gives training in the form of ‘Case Studies and Guest
Lectures”.
C.SERVICE SECTOR
TRAINING TYPE TRAINING METHOD
Both Off the JOB On the JOB Grand Total
1 n 3 1 1
Books,Videos&6stepdemo( designedby
Toyota forsalesdepartment)
1 1
Case studies&guestlectures. 3 4 7
Distance Learning 1 1
finance sector 1 1
Gamespluslearningtechnique. 1 4 5
IF AnyCombination,Mentioninoption
'Others'
1 1 2
Mentoring& providingparticipationin
complex projectsand assignments.
3 8
(72.72%)
11
(35.48%)
Skillsenhancementandpractical
knowledge
1 1
Toyota way 1 1

40
Interpretation:-
 54.84%% of the employees are getting “On the job” type of training in this sector.
 72.72% of “On The Job” employee segment getting ‘Mentoring & providing participation in
complex projects and assignments” type of training.
 35.48% of employees irrespective of the training method pursued by them have got training in
‘Mentoring & providing participation in complex projects and assignments”.
 Key findings:-Service Sector companies are mostly imparting their T&D Practices by relying on
“On The Job” training method and prefers to gives training in the form of ‘Mentoring &
providing participation in complex projects and assignments’.

41
QUE.10. Are your views taken and objectives gets discussed before finalizing your training
needs?
Consultationand
discussionbefore
finalizingneeds
SECTOR(Frequency) Sector (Percentage )
Total
IT Manufacturing Services
No 26 4 4 34 35.61% 18.18% 12.90%
Yes 10 7 4 21 13.39% 31.81% 12.90%
Sometimes 37 11 23 71 51% 50% 74.20%
Grand Total 73 22 31 126 100% 100% 100%
Interpretation:-
 IT sector companies:
 35.61% employees said no consultation or discussion takes place before finalizing their
training needs.
 51% said they get consulted and the discussion regarding the training and the training
needs been done by their companies but for sometimes only.
0.00%
20.00%
40.00%
60.00%
80.00%
100.00%
120.00%
Percentage
sectorwise
Consultation/Discussion
Consultation and discussion before
finalizing needs
Sector (Percentage ) IT
Sector (Percentage )
Manufacturing
Sector (Percentage ) Services

42
 Manufacturing sector companies :
 31.81% employees said consultation or discussion takes place before finalizing their
training needs.
 50% said they get consulted and the discussion regarding the training and the training
need been done by their companies but for sometimes only.
 Service sector companies :
 12.90% employees said consultation or discussion takes place before finalizing their
training needs and same percentage of employees denied saying no such effort has been
taken by their companies.
 74.20% said they get consulted and the discussion regarding the training and the training
needs been done by their companies but for sometimes only.
Key Findings:-
 In IT sector companies doesn’t practices consultation and discussion regarding training and its
needs or rarely do such practices.
 In Manufacturing sector companies,discussion and consultation about training needs are mostly
get practiced before finalizing the training needs.
 In Services Sector companies,occasionally does such practices before finalizing their training
needs.

43
Que.11.When does the company disclose the employee’s performance evaluation based on
training program given?
Disclosertime of Evaluation Sector
Total
1-3 months 14 5 (38.70%) 12 31
Never 12 5 6 23
Others 7 3 1 11
Within1 month (54.79%) 40 (40.90%) 9 (38.70%) 12 61

44
Interpretation:-
 IT-Sector: 54.79% employees got their performance evaluation disclosed by their companies
within a month of the program.
 Manufacturing Sector: 40.90% employees got their performance evaluation disclosed by their
companies within a month of the programs.
 Service Sector: 38.70% employees got their performance evaluation disclosed by their
companies either within a month or in 1-3 months of the programs.
Key Findings:-
 IT- Sector and Manufacturing Sector disclose the employees performance evaluation within 1
months of the T&D Programs while the Service Sector disclose their workforce performance
evaluations either within 1 month or in 1-3 months of the T&D Programs.

45
Que.12.Do the company provide you the feedback on your performance evaluation after
training program?
Feedbackon
Evaluation
after T & D
Practices
Row Labels
SECTOR(Frequency)
Sector (Percentage )
IT Manufacturing Services
Grand
Total IT Manufacturing Services
No 22 9 2 33 30.13% 40.90% 6.45%
Yes 51 13 29 93 69.87% 59.10% 93.55%
Grand Total 73 22 31 126 100% 100% 100%
Interpretation:-
 Majority of 69.87% employees from IT sector gets the feedback from the respective companies
after the T&D Practices.
 Majority of 59.10% employees from Manufacturing sector gets the feedback from the respective
companies after the T&D Practices and noticeable 40.90% employees doesn’t get such feedbacks
from some companies of this sector.
 Majority of 93.55% employees from Service sector gets the feedback from the respective
companies after the T&D Practices and very few companies of this sector doesn’t provide such
feedbacks.
Key Findings:-All the three selected sectors provides and execute feedback practices on the
performance evaluation of the workforce after the T&D Programs.

46
Que.3. Have you everundergone any training and development program organized by your
company? (AND)
Que.13. Has training given to you so far,been effective in your job performance?
EffectivityofTraining Have undergone any
Training?
No Yes Grand Total
Everytime 5 40 45
Mostly 9 51 60
Never 2 2 4
Verylesstimes 6 11 17
Grand Total 22 104 126
Interpretation:-
 Majority of employees 49% from all the sectors have undergone certain Training &
Development Practices provided by the company and they find those practices to be effective
for most of the time.
 Majority of employees 38%from all the sectors have undergone certain Training & Development
Practices provided by the company and they find those practices to be effective for all the
time,company provides such programs to them.

47
Interpretation:-
 41% of the employees who haven’t undergone T&D Practices yet, but still find T&D Practices to
be much effective for most of such programs.
 27% of employees who haven’t undergone T&D Practices yet, finds such practices to be
effective for very less times.
Key Findings:-
 Irrespective of the sector employee working in, majority of the employees find T&D Practices –
HR FUNCTION to be very effective for most of the sessions and even for every such session
given to them by their company. Significant number of working people who doesn’t undergone
T&D Practices finds them to be not much effective.The cause for not finding such practices
much effective could be - not experiencing such practices, human perception or the T&D
Practice provided were having certain loopholes.

48
Que. 14. Have you evergot appraisal or rewards? (AND)
Que.15. Is training needs,a clause in your appraisal form?
Clause - T & D needsinAppraisal form Any Appraisal/Rewards
No Rewards Yes,Rewarded Grand
Total
No (29.09%)16 39 55
Yes 9 (87.32%)62 71
Grand Total 25 101 126
Interpretation:-
 Majority of 87.32% employees got the appraisals after attending T&D Practices and during the
performance evaluation their performance on the basis of training needs employees gained and
utilized or also tells the weakness(es) of them.
 Majority of 29.09% employees didn’t got the appraisals and no clause of training needs
mentioned in their appraisals form.
Key Findings:-
 The employees irrespective of the sector,gets the rewards and appraisals on the basis of the T&D
Practices performed by them during the performance evaluation of workforce after the training
programs provided to them. Companies keep a clause of training needs in their appraisal forms to
know the training needs required to give to employees. Due to absence of such clauseand by
being hidden from needs,employees will unable to perform better to gain the appraisals.

49
Que.16. Did you paid extra fees for the training and development program to your company
for the program?
Additional FeesFor Training Sector
Total
No,Free of cost 50 11 24 85
Yes,Fullypaid 3 5 2 10
Yes,Partlypaid 20 4 5 29
Can't Say - 2 - 2

50
Interpretation:-
 69% and 27% of employees revealed that their IT company provides T&D Practices for free of
cost or with part payment of fees respectively.
 50% and 23% of employees from Manufacturing sector are getting T&D Practices for free of
cost and fully paid respectively.
 77% and 16% of employees from Service sector gets the training for free of cost or by partly
payment respectively.
Key Findings:-
All the Three Sectors IT,Manufacturing and Service provide training and development practices to
their workforce for free of cost. Only few of the respective company ask for certain part of fees
towards imparting T&D Practices.

51
Que.17 Are you satisfied with the overall training and development guidance provided to you
by your company?
Level Of Satisfaction Sector
Total
No 12 5 2 19
Yes 61 17 29 107

52
Interpretation:-
 IT Sector : 84% of employeesare satisfied with the guidance training & Development Practices
provided by their IT company.
 Manufacturing Sector: 77% of employees are satisfied with the guidance training &
Development Practices provided by their manufacturing company.
 Service Sector: 94% of employees are satisfied with the guidance training & Development
Practices provided by their Service sector company.
Key Findings:-
 As per the employees responses, most of the employees are satisfied with the T&D Practices
guided to them by their respective sector-companies but significant manufacturing company
employees are still not much satisfied with such inputs and the area of improvement is still
present in making their T&D Programs successful and satisfactory.

53
Que.18What you look for in the Training and Development Programs provided to you?
Sr.No. What Employees
look in T&D IT Manufacturing Services
Grand Total
1. Analytical training and
deep drive sessions. 13 (31.81%)7 5
25
2. Inputs which fulfills
our job requirements.
(36.98%)
27 6 (41.93%)13
46
3. None of the above
1 - -
1
4. Nothing specific.
3 3 3
9
5. 1,2&6
1 - -
1
6. Skills and Domain
implementation
techniques. (38.35%)28 (27.27%)6 (32.25%)10
44
Grand Total
73 22 31
126

55
Interpretation:-
 IT sector:
 Majority of 38.35% employeeslookfor“SkillsandDomainimplementationtechniques”
 36.98% employees looks for “Inputs whichfulfillsourjobrequirements”.
 Manufacturingsector:
 Majority of 31.81% employeeslookfor“Analytical traininganddeepdrive sessions.”
 27.27% employees looks for “Skillsand Domainimplementationtechniques.”.
 Service sector:
 Majority of41.93% employeeslookfor“Inputswhichfulfillsourjobrequirements”.
 32.25% employees looks for “Skillsand Domainimplementationtechniques.”.
Key Findings:-
 IT Sector employees have a training needs of SkillsandDomainimplementationtechniquesand
Inputswhichfulfillsourjobrequirements.ManufacturingsectoremployeesseekforAnalytical training
and deepdrive sessionswithSkillsandDomainimplementationtechniques.Service sectoremployees
lookforInputswhichfulfillsourjobrequirementsand SkillsandDomainimplementationtechniques.

56
Que.19. Do you think training and development is an important human resource function and
is an important requirement for employee’s employability?
Is T & D is an important
HR Function?
Sector
IT Manufacturing Services Grand Total
No 15 3 4 22
Sometimes 8 3 11
Yes 50 16 27 93

57
Interpretation:-
 68% of IT company employees finds T&D Practices important to enhance the employability of
themselves while very few find it worthless.
 73% of Manufacturing company employees finds T&D Practices important to enhance the
employability of themselves while 13% of this sector workforce find it of no importance.
 87% of Service sector company employees find T&D Practices important to enhance the
employability of themselves while remaining 13% find it unimportant.
Key Findings:-
 Workforce of selected different sector companies feels T&D Practices to be an important HR-
Function which enhances their employability,hence respective companies must continue
impating such program as it have positive impact on employees.

58
Que.20
important Human Resource function as it allows for” – ( Tick mark your perception).
0
5
10
15
20
25
30
35
40
Strongly
Agree
Agree Nertral Disagree strongly
disagree
PERCEPTION RANGE
IT SECTOR
a. For Salery Hike
b. For Job Satisfaction.
c. To match up with Job
Enrichment.
d. Beneficial in switching to
next company.
e. To enhance core
competency for competitions.
IT SECTOR
Sr.
No. FACTORS (T&D IS IMPORTANT FOR?)
PERCEPTION RANGE
Strongly
Agree Agree Neutral Disagree
strongly
disagree
a. For SalaryHike 9 34 26 3 1
b. For JobSatisfaction. 8
(24.82%)
36 21 7 1
c. To match up withJobEnrichment. 24 19 19 10 1
d. Beneficialinswitchingtonextcompany.
(14.51%)
9 24 28
(27.09%)
12 0
e. To enhance core competencyforcompetitions. 12 32 16 11 2

59
Interpretation:-
 Majority rating points (24.82%) have been agreed to the factor “For JobSatisfaction”asa reasonof
beingT&D Practicesan importantHR function.
 Very fewratingscoredforStronglyAgreementtothefactor “Beneficial inswitchingtonextcompany”as
a reasonof beingT&D PracticesanimportantHR function.
 27.09% rating points(majority),disagree tosaythatcompanyinputsof T&D Practicesisimportant
because it’sbeneficialinswitchingtonextcompany”.
0
1
2
3
4
5
6
7
8
9
10
Strongly
Agree
disagree
PERCEPTION RANGE
Manufacturing Sector
a. For Salery Hike
Enrichment.
d. Beneficial in switching to
next company.
e. To enhance core
competency for
competitions.
Manufacturing SECTOR
Sr.
PERCEPTION RANGE
Strongly
strongly
disagree
b. For JobSatisfaction. 3 6 6 5 2
c. To match up withJobEnrichment. 5 5 6 4 2
d. Beneficialinswitchingtonextcompany. 3
(9.09%)
2
(30.30%)
10
(20.68)
6 1
e. To enhance core competencyforcompetitions. 3 6 5 6 2

60
Interpretation:-
 Significant majority rating points 30.30% rated for neutral to the factor “Beneficial inswitchingto
nextcompany.”as a reasonof beingT&D Practicesan importantHR function.
 VeryfewratingscoredforAgreeingtothefactor “Beneficial inswitchingtonextcompany”as a reason
of beingT&DPracticesan importantHR function.
 20.68% rating points(majority),disagreestosaythatcompanyinputsof T&D Practicesisimportant
because itsbeneficial inswitchingtonextcompany”.
Service SECTOR
Sr.
PERCEPTION RANGE
Strongly
strongly
disagree
b. For JobSatisfaction. 7
(29.54%)
13 8 2 1
c. To match up withJobEnrichment. 9 5 12 5 -
d. Beneficialinswitchingtonextcompany. 7 9
(26%)
13 2 -
e. To enhance core competencyforcompetitions.
(23.80%)
10 7 8 6 -

61
Interpretation:-
 Significant majority rating points 26% rated for neutral to the factor “Beneficial inswitchingtonext
company.”as a reasonof beingT&D PracticesanimportantHR function.
 29.54% rating scoredforAgreeingtothefactor “For JobSatisfaction.”asa reasonof beingT&D Practices
an importantHR function.
 23.80% rating points(majority),Stronglyagreestosaythat companyinputsof T&D Practicesis
importantto enhance core competencyforcompetitionsof the employees.
Key Findings:-
 In all the three sectors, very few employees are agreeing but very significant are at neutral
perception on thinking T&D Practices is important as it beneficial in switching to next company,
it doesn’t seem T & D Practices being a reason for attrition but it could be in near future because
being neutral perception of employees. Otherwise majority of employees takes job
satisfaction,need of core competencies and need for job enrichment as a reason for the same.
0
2
4
6
8
10
12
14
Strongly
Agree
disagree
PERCEPTION RANGE
Service Sector
a. For Salery Hike
Enrichment.
d. Beneficial in switching to next
company.
e. To enhance core competency
for competitions.

62
Que.21. Do you feel evaluation done is free from biasness?
Do you feel evaluationdone is free from
biasness?
Sector
Total
Can't Say 12 4 4 20
No 25 6 4 35
Yes (49.31%)
36
(54.54%)
12
(74.19%)
23
(56.35%)
71
Interpretation:-
 IT sector: Majority 49.31% of the employees feels that their performance evaluation and the
results are free from any biasness.
 Manufacturing sector: Majority 54.54% of the employees feels that their performance evaluation
and the results are free from any biasness
 Service Sector: Majority 56.35 % of the employees feels that their performance evaluation and
the results are free from any biasness
Key Findings:-
 All the selected sectors implementing their T&D Practices and other HR Functions like
performance evaluation are free from any blame regarding biasness issues.Hence workforce can
rely on the reports issued to them and work on their area(s) of improvement accordingly.

63
Que. 23. What made you think of switching/leaving the current company?
0 10 20 30 40
Strongly agree
Agree
Neutral
disagree
Strongly disagree
RATING
PERCEPTIONRANGE
IT SECTOR
Biasness evalution
Inadequate inputs like trainning
and developmentprograms
other hygiene satisfaction and
motivation
lack of satisfaction and
motivation
Low salary
IT SECTOR
Sr.No.
FACTORS
(REASON FOR SWITCHING)
PERCEPTION RANGE
Strongly
strongly
Disagree
a.
Low salary
10 11 21 21 4
b. Lack of satisfactionand
motivation
(36.6%)11 11 17 31 3
c. Otherhygiene factorsare
improper
3 7 20 35 8
d. Inadequate inputslike training
and developmentprograms
(10%)3 12 18 (22.66%)34 (21.43%)6
e.
BiasnessinEvaluation
3 14 20 29 7

64
Interpretation:-
 36.6% majority Strongly Agreeing on taking “Lack of satisfactionandmotivation”as a reason for
their thought of switching or leaving the current company.
 Just 10% Strongly Agrees on taking “Inadequate inputslike traininganddevelopmentprograms” as
a reason for their thought of switching or leaving the current company.
 Significant 22.66% Disagrees on taking “Inadequate inputslike traininganddevelopmentprograms”
as a reason for their thought of switching or leaving the current company.
 Majority of 21.43% Strongly Disagrees on taking “Inadequate inputslike traininganddevelopment
programs” as a reason for their thought of switching or leaving the current company.
Manufacturing SECTOR
Sr.
No. FACTORS (REASON FOR SWITCHING)
PERCEPTION RANGE
Strongly
strongly
disagree
a. Low salary 2 4 13 3 0
b. Lack of satisfactionandmotivation 2 7 9 4 0
c. Otherhygiene factorsare improper 1 3 8 8 2
d.
Inadequate inputslike traininganddevelopment
programs (0%) 0 1 6 (20%) 6 (66.66%)4
e. BiasnessinEvaluation 1 3 9 9 0

65
Interpretation:-
 None of theemployees areStrongly Agreeing on taking “Inadequate inputslike trainingand
developmentprograms” as a reason for their thought of switching or leaving the current company.
 Significant 20% Disagrees on taking “Inadequate inputslike traininganddevelopmentprograms” as
a reason for their thought of switching or leaving the current company.
0 2 4 6 8 10 12
Strongly Agree
Agree
Nertral
Disagree
strongly disagree
PERCEPTIONRANGE
Manufacturing
Biasness in Evaluation
Inadequate inputs like
trainning and development
programs
Other hygiene factors are
improper
Lack of satisfaction and
motivation
Low salary
SERVICE SECTOR
Sr.
No.
FACTORS
(REASON FOR SWITCHING)
PERCEPTION RANGE
Strongly
strongly
disagree
a. Low salary 6 7 10 4 4
b. Lack of satisfactionandmotivation (30.43%)7 6 11 6 1
c. Otherhygiene factorsare improper 1 9 10 8 3
d.
Inadequate inputslike traininganddevelopment
programs 4 6 (20%)10 (21.42%)6 (27.77%)5
e. BiasnessinEvaluation 5 9 8 4 5

66
Interpretation:-
 30.43% majority Strongly Agreeing on taking “Lack of satisfactionandmotivation”as a reason for
their thought of switching or leaving the current company.
 20% have given neutral rating on taking “Inadequate inputslike traininganddevelopment
 Significant 21.42% Disagrees on taking “Inadequate inputslike trainingand developmentprograms”
as a reason for their thought of switching or leaving the current company.
Key Findings:-
 From the respective Data Interpretation, a very large number of employees from any of the three
selected sector, strongly disagrees to leave their current company because of Inadequate inputs –
T&D given by their companies.But the change in employee perception might lead to attrition in
their companies which seems to be inactive in current time.
0 10 20 30 40 50
Strongly Agree
Agree
Nertral
Disagree
strongly disagree
PERCEPTIONRANGE
SERVICE SECTOR
e. Grand Total
e. Biasness in Evaluation
d. Inadequate inputs like
trainning and development
programs
c. Other hygiene factors are
improper
b. Lack of satisfaction and
motivation
a. Low salary

67
QUE. 24.What if the company you are working in, won’t avail you any training and
development program?
Sr.No. What if no T&D will be
given in current company
Total
1. Can't Say 13 4 2 19
2. Will Stick to the same
company.
11 2 10 23
3. Will Switch to other
company once better
opportunity arrives.
49 16 19 84

69
Interpretation:-
 IT-Sector :
 Majority of 67% says NO T&D Practices- Switch to next company once better
 Significant 18% are currently in dilemma hence switching could be their end decision for
the same.
 Manufacturing Sector:
the same.
 Service Sectors:
the same.
Key Findings:-
 If these sector companies stops providing T&D Practices then there are strong chances of facing
attrition by the respective companies.

70
Que.25.What major loopholes you find which restricts training and development program
from being effective?
Sr.No. Expected Loopholes In
T&D
Total
1.
Can't Say
(41.09%)
30
5 5 40
2. Feedbacks taken before
programing training and
development sessions.
12 (22.72%)5 (25.80%)8 25
3. Lack in reaching the job
enrichment and job
rotation requirements.
9 0 4 13
4. NA 1 0 0 1
5. Stuck with traditional
methodof trainingform.
(16.43%)
12
4 5 21
6. Too complex training
forms are being used.
9 (36.36%)
8
(29.03%)
9
26

72
Interpretation:-
 It sector:
 Majority 41.09% employees are unable to find the loopholes and area of improvements to
make T&D Practices a successful program.co need to resolve this make an effort
 Next majority of 16.43% employees finds “Stuck withtraditional methodof trainingform”is
the major loopholesinthis sector.
 Manufacturingsector:
 Majorityof 22.72% finds“Feedbackstakenbefore programingtraininganddevelopment
sessions”.
 Significantnumberof employees(36.36%) finds“Toocomplex trainingformsare beingused”.
 Service sector:
 Significantnumberof employees(29.03%) finds“Toocomplex trainingformsare beingused”.
 Majorityof 25.80% finds“Feedbackstakenbefore programingtraininganddevelopment
sessions”.
Key Findings:-
 For IT company,employees are unable tofindthe loopholesinthe traininganddevelopmentprogram
impartby themhence theythemselvesneedtomake significanteffortfortheirmakingT&DPractices
more effectiveand positivelyimpactful.
Manufacturingcompanyand Service sector companies‘inputsinT& D PracticeslacksinFeedbacks
takenbefore programingtraininganddevelopmentbesidesthe drawbackof givingtoomuchcomplex
formof training.

73
Que.26.Would you like to recommend this organization to others?
Will employee commendthe companyto
other?
IT Manufacturing Services Grand Total
No 11 5 2 18
Yes (84.93%)62 (77.27%) 17 (93.54)29 108

74
Interpretation:-
 Majority IT Company employees (84.93%) agrees to recommend the company they are
currently working in, to others.
 Majority Manufacturing company workforce (77.27%) agrees to recommend the company they
are currently working in, to others.
 Majority of Service sector company employees (93.54%) agrees to recommend the company
they are currently working in, to others.
Key Findings:-
 Dominating – majority of employees with respect to their sector are agreeing to recommend the
company, they are working in, to others. This reveals that the employees are satisfied with the
company’s efforts and inputs provided to them for their betterment.

75
CHAPTER – 6
OBSERVATIONS AND FINDINGS
For objective :1
1.ITsectorabsorbs majority of workforce to provide employment to them.
2.IT- SECTOR does HR Functioning-‘T & D practices’ and impart programs to their workforce.
Almost all the companies coming under Manufacturing sector do imparts ‘T & D SESSSIONS’ to
their employees. Significant Service Sector companies impart T&D practices to their workforce
but significant no of such companies aren’t running Hr functioning-T&D Practices.
 Looking at company’s response towards their employee enhancement, it seems
they aimed at bettering the employee’s performance in organizational settings.
4.Currently, most of the companies from all the three sectors are actively performing
their HR function in T & D matters.They start working on their employees from the
induction days itself.
5. From the above data, it seems companies from all this three sectors,mostly tries to
make this activity mandatory.It reveals that these companies want their employees to be
competent enough in this business world. This says company itself having great concern for
their employees’ betterment and growth.
6.IT SECTOR: Majority of players in this industry provide training to their employees with
their timely factors requirements in a year.Manufacturing SECTOR: Major players in this
industry provide training to their employees frequently for either once or 2-5 (differ company
to company).Service SECTOR: Majority of players in this industry provide training to their
employees frequently for either once or else for 2-5 sessions (differ company to company).
7.Mostly a time span of 1-3 months or 7 days is preferred in company for training employees.
It changes with respect to the preferences of sectors.

76
8&9.IT SECTOR companies are mostly imparting their T&D Practices by relying on both the
training methods (OTJ & OFTJ) and prefers to gives training in the form of ‘Mentoring & providing
participation in complex projects and assignments’. Manufacturing Sector companies are mostly
imparting their T&D Practices by relying on the training type –“On The Job” and prefers to gives
training in the form of ‘Case Studies and Guest Lectures”. Service Sector companies are mostly
imparting their T&D Practices by relying on “On The Job” training method and prefers to gives
training in the form of ‘Mentoring & providing participation in complex projects and assignments’.
10.In IT sector companies doesn’t practices consultation and discussion regarding training and its
needs or rarely do such practices. In Manufacturing sector companies, discussion and consultation
about training needs are mostly get practiced before finalizing the training needs.In Services Sector
companies, occasionally does such practices before finalizing their training needs.
11. IT- Sector and Manufacturing Sector disclose the employees performance evaluation within 1
months of the T&D Programs while the Service Sector disclose their workforce performance
evaluations either within 1 month or in 1-3 months of the T&D Programs.
12.All the three selected sectors provides and execute feedback practices on the performance
evaluation of the workforce after the T&D Programs.
16.All the Three Sectors IT, Manufacturing and Service provide training and development practices
to their workforce for free of cost. Only few of the respective company ask for certain part of fees
towards imparting T&D Practices.
For objective :2
3&13.Irrespective of the sector employee working in, majority of the employees find T&D
Practices – HR FUNCTION to be very effective for most of the sessions and even for every such
session given to them by their company. Significant number of working people who doesn’t
undergone T&D Practices finds them to be not much effective.The cause for not finding such
practices much effective could be - not experiencing such practices, human perception or the T&D
Practice provided were having certain loopholes.
14.&15. The employees irrespective of the sector, gets the rewards and appraisals on the basis of
the T&D Practices performed by them during the performance evaluation of workforce after the

77
training programs provided to them. Companies keep a clause of training needs in their appraisal
forms to know the training needs required to give to employees. Due to absence of such clause and
by being hidden from needs,employees will unable to perform better to gain the appraisals
17. As per the employees responses, most of the employees are satisfied with the T&D Practices
guided to them by their respective sector-companies but significant manufacturing company
employees are still not much satisfied with such inputs and the area of improvement is still present in
making their T&D Programs successful and satisfactory.
18.IT Sector employees have a training needs of Skills and Domain implementation techniques and
Inputswhichfulfillsourjobrequirements. Manufacturingsectoremployeesseek for Analytical training and
deepdrive sessionswithSkillsandDomain implementation techniques. Service sector employees look for
Inputs which fulfills our job requirements and Skills and Domain implementation techniques.
19. Workforce of selected different sector companies feels T&D Practices to be an important HR-
Function which enhances their employability, hence respective companies must continue impating
such program as it have positive impact on employees.
21.All the selected sectors implementing their T&D Practices and other HR Functions like
performance evaluation are free from any blame regarding biasness issues. Hence workforce can rely
on the reports issued to them and work on their area(s) of improvement accordingly.
25. For IT company, employeesare unable tofind the loopholes in the training and development program
impartby themhence theythemselvesneedtomake significanteffort for their making T&D Practices more
effective and positively impactful.Manufacturing company and Service sector companies ‘ inputs in T & D
Practices lacks in Feedbacks taken before programing training and development besides the drawback of
giving too much complex form of training.
26. Dominating – majority of employees with respect to their sector are agreeing to recommend
the company, they are working in, to others. This reveals that the employees are satisfied with the
company’s efforts and inputs provided to them for their betterment.

78
For objective :3
20.In all the three sectors, very few employees are agreeing but very significant are at neutral
perception on thinking T&D Practices is important as it beneficial in switching to next company, it
doesn’t seem T & D Practices being a reason for attrition but it could be in near future because being
neutral perception of employees. Otherwise majority of employees takes job satisfaction, need of
core competencies and need for job enrichment as a reason for the same.
23.From the respective Data Interpretation, a very large number of employees from any of the three
selected sector, strongly disagrees to leave their current company because of inadequate inputs –
T&D given by their companies. But the change in employee perception might lead to attrition in
their companies which seems to be inactive in current time.
24.If these sector companies stops providing T&D Practices then there are strong chances of facing
attrition by the respective companies.

79
CHAPTER – 7
CONCLUSIONS
 Through the research study,the brief process of training and development
in different sector companies is studied.
 T & D practices have its own impact on the employees,from thepretraining
programing via consultation and discussion to the evaluation of training,
every employees and company have their concern and they keenly notice
this. Employees’ needs should be ask to make it worth giving input.
 Even T & D Practices is found to be no reason for the attrition in current
time due to satisfaction level on training provided by the company and
through the employees’ perceptions. Also there are huge chances for
company to face attrition if they stop practicing such functions.

80
CHAPTER – 8
LEARNINGS
 Got the practical approach and current scenario of the business world and
workforce.
 Met with Company’s different parameters which they consider while
managing a huge big workforce
 Learned the different perception of different employees towards the same
thing.
 Companies still need to work on feedbacks before and after training from
the employees.
 Company should not stop T & D practices to avoid attrition.
 Employees’ feeling of bias-ness need strong focus to avoid its bad impact.
 There is always a scope of improvement in almost all the functioning.
 During research study, we got the experience of teamwork and team stress
management.

81
CHAPTER – 9
BIBLIOGRAPHY
 Strategic Human Resourceof Management – Gary Dessler.
 Survey from EconomicTimes, Times of India
 Research papersand case studieson Trainingand Development
practices and its impact on workforcefrom differentwebsites.
 ResearchersWorld-Journalof Arts, Science & Commerce
 InternationalJournalof Businessand ManagementInvention ISSN
(Online): 2319 – 8028, ISSN (Print): 2319 – 801X www.ijbmi.org
Volume2 Issue9ǁ September. 2013ǁ PP.138-149
 Case studiesin HRM,volE 1.ICFAICENTER FOR MANAGEMENT
RESEARCH.
 http://articles.economictimes.indiatimes.com/keyword/training-and-
development
 Consulted with HR manager of 2 – 3 organizations
 Consulted with many employeesof the organizations
 Consulted with faculty mentor
 Trainingand DevelopmentJournal,vol-6, Jan –June2016.
 http://Indian journals.com

82
CHAPTER – 10
APPENDIX
 Content : Questionnaire attachment
(please find the questionnaire enclosed)

A FACULTY STUDENT COLLABORATIVE LEARNING

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