This document provides an overview of HDFC Standard Life Insurance Company, including: - It is a joint venture between HDFC, a leading Indian housing finance company, and Standard Life, a UK financial services firm. - They offer a range of individual and group insurance solutions like protection, pension, savings, investment, and health. - The company has 25 retail and 4 group products, as well as optional rider benefits, and serves over 720 cities through 595 offices and 207,000 financial consultants. - The board of directors includes leaders from HDFC and Standard Life, as well as other professionals from finance and consulting backgrounds.

1. 1

2. CHAPTER-1
INTRODUCTION
HDFC Standard Life is one of India’s leading private life insurance companies, which offers a
range of individual and group insurance solutions. It is a joint venture between Housing
Development Finance(HDFC), India’s leading housing finance institution and Standard Life plc,
a leading provider of financial services in the United Kingdom. HDFC Standard Life’s product
portfolio comprises solutions, which meet various customer needs such as Protection, Pension,
Savings, Investment, and Health. Customers have the added advantage of customizing their
Plans, by adding optional benefits called riders, at a nominal price. The company currently has
25 retail and 4 group products in its portfolio, along with five optional rider benefits catering to
the savings, investment, protection and retirement needs of customers. HDFC Standard Life
continues to have one of the widest reaches among new insurance companies through a network
of 595 offices serving over 720 cities and towns across the country. The company has also
increased its depth in existing markets with a strong base of more than 207,000 Financial
Consultants.
1.1 HDFC Limited
HDFC Limited has set benchmarks for the Indian housing finance industry. Recognition for
the service to the sector has come from several national and international entities including the
World Bank that has lauded HDFC as a model housing finance company for the developing
countries. HDFC has undertaken a lot of consultancies abroad assisting different countries
including Egypt, Maldives, and Bangladesh in the setting up of housing finance companies.
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3. Customer Service and satisfaction has been the main stay of the organization. HDFC Limited has
assisted more than 3.3 million families own a home, since its inception in 1977 across 2400 cities
and towns through its network of over 250 offices. It has international offices in Dubai, London
and Singapore with service associates in Saudi Arabia, Qatar, Kuwait and Oman to assist NRIs
and PIOs to own a home back in India.
1.2 Business Objectives
The primary objective of HDFC is to enhance residential housing stock in the country through
the provision of housing finance in a systematic and professional manner, and to promote home
ownership. Another objective is to increase the flow of resources to the housing sector by
integrating the housing finance sector with the overall domestic financial markets.
1.3 Organizational Goals
HDFC's main goals are to
a) Develop close relationships with individual households,
b) Maintain its position as the premier housing finance
institution in the country,
c) Transform ideas into viable and creative solutions,
d) Provide consistently high returns to shareholders, and
e) To grow through diversification by leveraging off the existing client base.
1.4 Standard Life Group
The Standard Life Group has been looking after the financial needs of customers for over 180
years. It currently has a customer base of around 7 million people who rely on the company for
their insurance, pension, investment, banking and health-care needs. Its investment manager
currently administers £125 billion in assets. It is a leading pensions provider in the UK, and rated
by Standard & Poor as ‘strong’ with a rating of A+ and as ‘good’ with a rating of A1 by
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4. Standard Life was awarded the ‘Best Pension Provider’ in 2004, 2005 and 2006 at the Money
Marketing Awards, and it was voted a 5 star life and pension provider at the Financial Adviser
Service Awards for the last 10 years running. The ‘5 Star’ accolade has also been awarded to
Standard Life Investments for the last 10 years, and to Standard Life Bank since its inception in
1998. Standard Life Bank was awarded the ‘Best Flexible Mortgage Lender’ at the Mortgage
Magazine Awards in 2006.
1.5 HDFC Standard Life
HDFC Standard Life is one of India’s leading private life insurance companies, which offers a
range of individual and group insurance solutions. It is a joint venture between Housing
Development Finance Corporation Limited(HDFC), India’s leading housing finance institution
and Standard Life plc, a leading provider of financial services in the United Kingdom HDFC
Standard Life’s product portfolio comprises solutions, which meet various customer needs such
as Protection, Pension, Savings, Investment, and Health. Customers have the added advantage of
customizing their Plans, by adding optional benefits called riders, at a nominal price. The
company currently has 25 retail and 4 group products in its portfolio, along with five optional
rider benefits catering to the savings, investment, protection and retirement needs of customers.
HDFC Standard Life continues to have one of the widest reaches among new insurance
companies through a network of 595 offices serving over 720 cities and towns across the
country. The company has also increased its depth in existing markets with a strong base of more
than 207,000 Financial Consultants.
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5. 1.6 Vision & Values
(A) Vision
‘The most successful and admired life insurance company, which means that we are the most
trusted company, the easiest to deal with, offer the best value for money, and set the standards in
the industry’.
‘The most obvious choice for all’.
(B) Values
• Integrity
• Innovation
• Customer centric
• People Care “One for all and all for one”
• Team work
• Joy and Simplicity
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6. 1.7 Board of Director
Mr. Deepak S Parekh is the Chairman of the Company. He is also the Executive
Chairman of Housing Development Finance Corporation Limited (HDFC Limited). He joined
HDFC Limited in a senior management position in 1978. He was inducted as a whole-time
director of HDFC Limited in 1985 and was appointed as its Executive Chairman in 1993. He is
the Chief Executive Officer of HDFC Limited. Mr. Parekh is a Fellow of the Institute of
Chartered Accountants
Mr. Keki M Mistry joined the Board of Directors of the Company in December, 2000. He is
currently the Managing Director of HDFC Limited. He joined HDFC Limited in 1981 and
became an Executive Director in 1993. He was appointed as its Managing Director in November,
2000. Mr. Mistry is a Fellow of the Institute of Chartered Accountants of India and a member of
the Michigan Association of Certified Public Accountant.
Mr. Alexander M Crombie joined the Board of Directors of the Company in April,
2002. He has been with the Standard Life Group for 34 years holding various senior management
positions. He was appointed as the Group Chief Executive of the Standard Life Group in March
2004. Mr. Crombie is a fellow of the Faculty of Actuaries in Scotland.
Ms. Marcia D Campbell is currently the Group Operations Director in the Standard Life
group and is responsible for Group Operations, Asia Pacific Development, Strategy & Planning,
Corporate Responsibility and Shared Services Centre. Ms. Campbell joined the Board of
Directors in November, 2005.
Mr. Keith N Sketch is currently the Chief Executive in Standard Life
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7. Investments Limited and is responsible for overseeing Investment Process & Chief Executive
Officer Function. Prior to this, Mr. Sketch was working with M/s. James Chapel & Co. holding
the positions of UK Economist, Chief Economist, Executive Director, Director of Controls and
Strategy HSBS Securities and Managing Director International Equities. He was also responsible
for Economic and Investment research produced on a worldwide basis. Mr. Sketch joined the
Board of Directors in November, 2005.
Mr. Gautam R Divan is a practising Chartered Accountant and is a Fellow of the Institute
of Chartered Accountants of India. Mr. Divan was the Former Chairman and Managing
Committee Member of Misdeal Group International, an International Association of Independent
Accounting Firms and has authored several papers of professional interest. Mr. Divan has wide
experience in auditing accounts of large public limited companies and nationalised banks,
financial and taxation planning of individuals and limited companies and also has substantial
experience in structuring overseas investments to and from India.
Mr. Ranjan Pant is a global Management Consultant advising CEO/Boards on Strategy and
Change Management. Mr. Pant, until 2002 was a Partner & Vice- President at Bain & Company,
Inc., Boston, where he led the worldwide Utility Practice. He was also Director, Corporate
Business Development at General lectric headquarters in Fairfield, USA. Mr. Pant has an MBA
from The Wharton School and BE (Honours) from Birla Institute of Technology and Sciences.
Mr. Ravi Narain is the Managing Director & CEO of National Stock Exchange of India
Limited. Mr. Ravi Narain was a member of the core team to set-up the Securities & Exchange
Board of India (SEBI) and is also associated with various committees of SEBI and the Reserve
Bank of India (RBI).
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8. Mr. Deepak M Satwalekar is the Managing Director and CEO of the Company since
November, 2000. Prior to this, he was the Managing Director of HDFC Limited since 1993. Mr.
Satwalekar obtained a Bachelors Degree in Technology from the Indian Institute of Technology,
Bombay and a Masters Degree in Business Administration from The American University,
Washington DC.
Ms. Renu S. Karnad is the Executive director of HDFC Limited, is a graduate in law
and holds a Master's degree in economics from Delhi University. She has been employed with
HDFC Limited since 1978 and was appointed as the Executive Director in 2000. She is
responsible for overseeing all aspects of lending operations of HDFC Limited.
1.8 What is Life Insurance?
Life insurance is a contract for payment of a sum of money to the person assured (or
failing him/her, to the person entitled to receive the same) on the happening of the event insured
against. Usually the contract provides for the payment of an amount on the date of maturity or at
specified intervals or at unfortunate death. The contract also provides for payment of premium
periodically to the corporation by the assured. A family is generally dependent for its food,
clothing and shelter on the income brought in at regular intervals by the breadwinner of the
family. So long as he lives and the income is received steadily, that family is secure, but death
may occur suddenly at any time and the family may be left in a very difficult situation and
sometimes, in stark poverty. Uncertainty of death is inherent in human life. It is this uncertainty
that is risk, which gives rise to the necessity for some form of protection against the financial
loss arising from death. Insurance substitutes this uncertainty by certainty.
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9. Object Of Insurance
The corporation would normally entertain the proposals for assurance where the object of
assurance is:
1. Family protection;
2. Provision for old age, or
3. In exceptional cases, the object of insurance may be:
(a.) to serve as security to educational funds in respect of loans advanced for educational
purposes, or
(b.) to provide donations to charitable institutions like hospitals and schools.
Advantages of Life Insurance
1. It is superior to an ordinary saving plan: Unlike other saving plans, it affords full
protection against risk of death. In case of death, the full sum assured is made available under a
life assurance policy; whereas under saving scheme the total accumulated saving alone will be
available
2. Easy settlement & protection against creditors: The life assured can name a person or
persons nominated to whom the policy money would be payable in the event of his death. The
proceeds of a Life Insurance Policy can be protected against the claim of the creditors of the life
assured by effecting a valid assignment of the policy.
3. Ready marketability & suitability for quick borrowing: After an initial period, if the
policy holder finds him unable to continue payment of premiums, he can surrender the policy for
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10. a cash sum. Alternatively, ha can tide over a temporary difficulty by taking loan on the sole
security of the policy without delay. Further, a life insurance policy is sometimes acceptable as
security for a commercial loan.
4. Tax Relief: The Indian Income-Tax Act allows deduction of certain portion of the taxable
income which is diverted to payment of life insurance premiums from the total income tax
liability. When this tax relief is taken into account, it will be found that the assured is in effect
paying a lower premium for his insurance.
1.9 Insurance Regulatory and Development Authority
Reforms in the Insurance sector were initiated with the passes of the IRDA Bill in Parliament in
December 1999. The IRDA since its incorporation as a statutory body in April 2000 has
fastidiously such to its schedule of framing regulations and registering the private sector
insurance companies. The other decision taken simultaneously to provide the supporting systems
to the insurance sector and in particular the life insurance companies was the launch of the IRDA
online service for issue and renewal of licenses to agents.
1.10 What is IRDA?
IRDA is Insurance Regulatory Development Authority, that has been set up to protect the
interests of the policy holders, to regulate, promote and ensure orderly growth of the
insurance industry and for matters connected therewith or incidental thereto.
1.11Composition of Authority
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11. The Authority is a ten member team consisting of
(a) a Chairman;
(b) five whole-time members;
(c) four part-time members,
(all appointed by the Government of India)
1.12 Duties, powers and functions of IRDA
• Issue to the applicant a certificate of registration, renew, modify, withdraw, suspend or
cancel such registration;
• Protection of the interests of the policy holders in matters concerning assigning of
policy, nomination by policy holders, insurable interest, settlement of insurance claim,
surrender value of policy and other terms and conditions of contracts of insurance;
• Specifying requisite qualifications, code of conduct and practical training for
intermediary or insurance intermediaries and agents;
• Specifying the code of conduct for surveyors and loss assessors;
• Promoting efficiency in the conduct of insurance business;
• Promoting and regulating professional organizations connected with the insurance and
re-insurance business;
• Levying fees and other charges for carrying out the purposes of this Act;
• Calling for information from, undertaking inspection of, conducting enquiries and
investigations including audit of the insurers, intermediaries, insurance intermediaries
and other organisations connected with the insurance business;
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12. • Control and regulation of the rates, advantages, terms and conditions that may be
offered by insurers in respect of general insurance business not so controlled and
regulated by the Tariff Advisory Committee;
• Regulating investment of funds by insurance companies;
• Adjudication of disputes between insurers and intermediaries or insurance
intermediaries;
• Supervising the functioning of the Tariff Advisory Committee;
• Specifying the percentage of premium income of the insurer to finance schemes for
promoting and regulating professional organizations;
• Specifying the percentage of life insurance business and general insurance business to
be undertaken by the insurer in the rural or social sector; and exercising such other
powers as may be prescribed.
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13. 13

14. CHAPTER-2
ORGANIZATIONAL STRUCTURE AND HIERARCHY
2.1- Meaning of Organizational structure
A hierarchical organization is an organizational structure where every entity in the organization,
except one, is subordinates to a single other entity. This arrangement is a form of a hierarchy. In
an organization, the hierarchy usually consists of a singular/group of power at the top with
subsequent levels of power beneath them. This is the dominant mode of organization among
large organizations; most corporations, governments, and organized religions are hierarchical
organizations with different levels of management, power or authority. For example, the broad,
top-level overview of the general organization of the Catholic Church consists of the Pope, then
the Cardinals, then the Archbishops, and so on.
Members of hierarchical organizational structures chiefly communicate with their immediate
superior and with their immediate subordinates. Structuring organizations in this way is useful
partly because it can reduce the communication overhead by limiting information flow; this is
also its major limitation
2.2- Importance of Organizational Structure
Sometimes this question arises as that as to why an organization needs to have a structure? It is
necessary because it offers following advantages to have an structure in organization rather than
leaving it as a haphazardly managed organization with no clear structure.
Advantages of organization structure are:
1) More easy control over the resources because with it resources can be rationed and allocated
to different units to use them to their most productive uses at micro level.
2) Clearly defined reporting lines make it easy for employees to know to whom to report.
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15. ORGANIZATIONAL STRUCTURE OF BAREILLY BRANCH
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16. 16

17. CHAPTER-3
PRODUCTS & SERVICES
Products of HDFC standard life insurance
 Individual
 Group
 Social
(A) Individual Products
We at HDFC Standard Life realize that not everyone has the same kind of needs. Keeping this in
mind, we have a varied range of Products that you can choose from to suit all your needs. These
will help secure your future as well as the future of your family.
1. Protection Plans
You can protect your family against the loss of your income or the burden of a loan in the event
of your unfortunate demise, disability or sickness. These plans offer valuable peace of mind at a
small price. Our Protection range includes our Term Assurance Plan & Loan Cover Term
Assurance Plan.
2. Pension Plans
Our Pension Plans help you secure your financial independence even after retirement.Our
Pension range includes our Personal Pension Plan, Unit Linked Pension, Unit Linked Pension
Plus.
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18. 3. Savings Plans
Our Savings Plans offer you flexible options to build savings for your future needs such as
buying a dream home or fulfilling your children immediate and future needs.Our Savings range
includes Endowment Assurance Plan, Unit Linked Endowment, Unit Linked Endowment Plus,
Unit Linked Endowment Plus II, Money Back Unit Linked Enhanced Life Protection II,
Children's Plan, Unit Linked Young Star, Unit Linked Young Star Plus, Unit Linked Young Star
Plus II.
(B) Group Products
HDFC Standard Life has the most comprehensive list of products for progressive employers who
wish to provide the best and most innovative employee benefit solutions to their employees. We
offer different products for different needs of employers ranging from term insurance plans for
pure protection to voluntary plans such as superannuation and leave encashment.
We now offer the following group products to our esteemed corporate clients
• Group Term Insurance
• Group Variable Term Insurance
• Group Unit-Linked Plan
An investment solution that provides funding vehicle to manage corpuses with Gratuity, Defined
Benefit or Defined Contribution Superannuation or Leave Encashment schemes of your
company. Also suitable for other employee benefit schemes such as salary saving schemes and
wealth management schemes.
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19. Development insurance plan
Development Insurance plan is an insurance plan which provides life cover to members of a
Development Agency for a term of one year. On the death of any member of the group insured
during the year of cover, a lump sum is paid to those member beneficiaries to help meet some of
the immediate financial needs following their loss.
Eligibility
• Members of the development agency and their spouses with:
• Minimum age at the start of the policy 18 years last birthday
• Maximum age at the start of policy 50 years last birthday
Employees of the Development Agency are not eligible to join the group. The group to be
covered is only eligible if it contains more than 500 members.
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20. Channels of Distribution:
To distribute the various insurance products HDFC Standard Life broadly uses the following
channel of distribution:-
Financial consultant: -
Financial Consultants are those sources of a company who have their own relations and
personal contacts among common public that they use to generate business through. Company
has certain criteria to recruit these Financial Consultants.
The steps are as follows.
· He should be at least 12th passed.
· He should complete IRDA training.
· He should clear the IRDA exam.
· He should through successfully the exam and training.
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21. Banc assurance : -
Banc assurance is an innovative distribution channel involving banks to sell
insurance products of Insurance Companies. Banc assurance simply means selling of insurance
products by banks. Banc assurance partner of HDFC SL are:-
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22. Associate Companies:
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23. 23

24. Other Companies:
· HDFC Trustee Company Ltd.
· HDFC Developers Ltd.
· HDFC Property Ventures Ltd.
·
COMPETITORS
Following is the list of competitors of HDFC SLIC:
Life Insurance Corporation
ICICI Prudential Life Insurance
Max New York Life Insurance
Birla Sun Life Insurance
OM Kotak Mahindra Life Insurance
Reliance Life Insurance
Bajaj Allianz Life Insurance
ING Vyasa Life Insurance
SBI Life Insurance
Metlife Insurance
Future Generali
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25. 25

26. BUSINESS PROCESS
2
1
MEETING THE
PROSPECTING
PROSPECT
4 3
PRESENTING ANALYSING
AND AND
CLOSING PREPARING
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27. 1. Prospecting
Objectives
Explain the role of segmenting and targeting
Understand the importance of existing customers
Prospecting methods
Calling
References
Seminar selling
Existing customers
Mail shots
Two approaches
Follow up call
No follow up call
Advertisement
Business call
2. Meeting The Prospect
To introduce a structured format for preparing and reviewing phone calls to suspects
Making An Appointment
Benefits of using a phone to make appointments
Save time
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28. Can be done anywhere
At anytime
But Beware
Can’t see the clients reactions
Control the interview
Skill Model
Thanks client for giving time to meet
3. Analyzing And Preparing
Tell me
Explain
Describe
“RAISING CUSTOMERS WANTS TO BUYING POINT”
The Bigger The Problem
The Bigger the Premium
4. Presenting And Closing
Financial analysis tools
What do they want
What is the shortfall?
Benefits
It is easy to use
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29. Easy to explain
Easy for analyze the fact
Proper Preparation And Planning Prevents Particularly Poor Performance.
Objectives
APPRECIATE THE IMPORTANCE OF SELLING
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30. 30

31. CHAPTER 5
SWOT ANALYSIS
SWOT Analysis is a strategic planning method used to evaluate the strengths ,weaknesses ,
opportunities ,and threats involve in a project or in a business venture . it involve specifying the
objective of the business venture or project and identifying the internal and external factor that
are favorable and un favorable to achieving that objective . the technique is credited by Albert
Humphrey who led a research project at Stanford university in 1960 and 1970 using dated from
fortune 500 companies.
The aim of SWOT analysis is the identify the key internal and external factor that are important
to achieving the objective . SWOT analysis group key pieces of information into two main
categories:
i) Internal Factor : The strengths and weaknesses internal to the organization
ii)External Factor : The opportunities and threats presented by external environment
strength and weakness are relative term . Resources available in plenty may appear to be
strength but if not utilized my cease to be a strength. Corporate strength is a competencies, a
company may exert change mechanisms in an industry. A corporate weakness refer to
constraints or hindrances that tend to stop movement of a company in certain direction decided
as strategic direction for a company and also inhibit a company to achieve core competencies’
HDFC and Standard Life first came together for a possible joint venture, to enter the life
Insurance market, in January 1995. It was clear from the outset that both companies shared
similar values and beliefs and a strong relationship quickly formed. In October 1995, the
companies signed a 3-year joint venture agreement.
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32. STRENGTH:-
1. Strong and well spread network of qualified intermediaries and sales person.
2. Customer focused .
3. Provide better facilities than other private insurance companies.
4. Huge basket of product range which are suitable to all age and income groups.
5.It is the first company, which firstly started with license for IRDA 2000, 14 AUGUST.
6.1Million policies sold within 3 and half years.
7.According to the change in surrounding environment like change in customer requirement.
WEAKNESS: -
1. Heavy management expenses and administrative costs.
2. Low customer confidence on the private players.
3. Minimum advertisement.
4.Company does not penetrate on the rural market at a time
5.Fees for the advisor is high than the other company.
OPPORTUNITIES:-
1. Insurance market is very big. Where company can expand its horizon in insurance industry.
2.Through good investment and insurance it is easy to top Indian customers.
3.The huge insurance market is left so company has opportunity to expand our products
THREATS:-
1. Its still difficult task to win the confidence of public towards private company.
2. The company is facing major threats from LIC which is an only government companies
3. Plans for all income groups are not available which can create adverse effect later on the
market share of the company.
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33. CHAPTER-6
THEORITICAL BACKGROUND
A STUDY OF TRAINING AND DEVELOPMENT IN HDFC( SLIC)
Training
“Training is defined as learning that is provided in order to improve performance on the present
job.”
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34. Education is training people to do a different job. It is often given to people who have been
identified as being promotable, being considered for a new job either lateral or upwards, or to
increase their potential.
Development is training people to acquire new horizons, technologies, or viewpoints. It enables
leaders to guide their organizations on to new expectations by being proactive rather than
reactive.
PURPOSE OF TRAINING
 1. Focusing energy on issues.
 2. Making work and issues visible.
 3. Supporting other intervention.
 4. Legitimizing issues.
 5. Promoting change.
 6. Reducing risk.
 7. Creating a community based on some shared experience.
 8. Building teams.
 9. Indoctrinating new staff.
 10. Communicating and disseminating knowledge and information.
 11. Certifying and licensing.
 12. Rewarding past performance.
 13. Flagging "Fast Tracker."
Importance of Training
Every company should be fully committed to the continuous development of its staff, in the same
ways as we continuously develop our services. This will be achieved by helping all staff identify
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35. and meet their own job and business related development needs. This policy will ensure that we
have the adaptability and flexibility to thrive and succeed as a business. To do this, all line
managers, through the Performance Review process, will
• Ensure that staff have a level of knowledge and skill to fully perform their role
• Encourage staff to develop within their current role
• Look for potential, and find ways for staff to demonstrate potential
• Recognize and reward staff development (utilizing it wherever possible)
• Create a learning culture by providing opportunities for learning
Should be trained Thus training requires
 Practice
 Feedback
 Motivation to learn
Training has to be done on the basis of identified resources in three phases :
1. PRE TRAINING
-Clear understanding of the situation that calls for more effective behavior
2. TRAINING-
- Implementing the effectiveness in behavior
3. POST TRAINING-
-The management has to handle a person who is more confident, post training A lot of
adjustment is needed on both sides.
Once someone has experienced a training and development activity or learning, we will measure
its impact and effectiveness on individual performance and the organization. Again, line
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36. managers are expected to be part of this process by defining the performance standards (or
measures) when setting objectives and deciding on the methods that they will use to evaluate the
learning. (Personnel Services will of course be available throughout the process to provide
guidance and support).
There are three key stages that will be used to evaluate training and development:
Reaction: At this level, evaluation provides information on the attitudes of a participant to
learning, but it does not measure how much they have actually learned. That being said, if a
participant has a positive reaction to the learning experience they are more likely to implement
what they have learned. Evaluation at this level will be measured by a post-learning
questionnaire, which will be completed immediately after the learning activity has taken place.
Normally, Personnel Services will be responsible for issuing this type of questionnaire.
Performance: Evaluation at this level looks at the impact of a learning experience on individual
performance at work. Key to this area of evaluation will be the need to have established smart
learning objectives prior to the learning experience so that when evaluation takes place there are
measures to use. For example, an important learning objective for a junior secretary attending a
Word training course may be “to produce typed correspondence with no spelling or
typographical errors.” In this example, a manager would be able to evaluate the secretary’s
performance using a measure of “no spelling or typographical errors”. Ideally, evaluation on
performance should take place approximately 3 – 4 months after the learning activity. Line
managers should undertake this evaluation and send a copy of the results to Personnel Services.
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37. Organizational impact: At this level evaluation assesses the impact of learning on organizational
effectiveness, and whether or not it is cost-effective in organizational terms. Personnel Services
will undertake this evaluation as part of a wider training and development evaluation process.
In summary then, Personnel Services will evaluate training and development at the reaction and
organizational levels, and line managers will be responsible for evaluating the effectiveness of
training and development at the performance level. However, there will be some types of
learning activities, for example attending conferences or seminars, where it may not be
appropriate to undertake any evaluation. If any doubt, please contact Personnel Services.
To assist line managers, there are a variety of methods that can be used to measure the
effectiveness of the learning. Some of these include:
• Participant self-assessment
• Written or practical tests
• Structured interviews
• Questionnaires
• Feedback – for example, internally from colleagues, peers, and managers and/or externally
from partners, customers or clients
• Qualifications obtained
Line managers should contact Personnel Services, who will be pleased to help set-up an
evaluation method to use to measure the effectiveness of a training activity.
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38. Funding
Funding for training and development will be paid from a central training budget, therefore the
Head of Personnel Services must approve any training and development that involves a financial
cost before any financial commitment is made. Details of how to apply for a training and
development are explained under the section headed “Selecting a training provider and applying
for training”.
In addition to job-related training and development, company also recognises the need to help
individuals to improve within their chosen career path by encouraging individuals to gain
professional/vocational/academic qualifications. With this in mind, company has established a
company sponsorship scheme whereby full or partial sponsorship will provided. Information
about the scheme can be found under the section headed “Company sponsorship”.
Where an individual needs to attend a training course funded by company, time off during
working hours will be given to attend the course. Individuals are expected to travel to and from
a training venue within the normal course of the day. Where company is providing sponsorship
towards a professional qualification, time off to attend lectures/workshops/summer school will
be agreed on an individual basis, taking account of the business needs. The Head of Personnel
Services will approve any such requests, in full consultation with line managers.
Non-training course learning activities
Typically, a training course is designed to transfer new skills or knowledge to an individual.
Invariably new skills and knowledge will be developed over time to improve performance.
However, not all learning has to be addressed through a training course. There is a wide range of
development methods available that can be used without leaving the office. For example, being
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39. coached by a fellow colleague or manager; using a computer aided training package; on-the job
training; reading books; undertaking research or practicing a particular skill.
Finding out about training courses or alternative learning methods
Personnel Services is building up a range of literature from training suppliers and a selection of
books/videos/computer discs available for individual use. To find out more, please contact
Personnel Services
Selecting a training provider and applying for training before booking a training event,
individuals should research the costs and course availability with possible training providers.
Personnel Services will be happy to help as they keep details of various training providers, so
please contact them for information/advice. Company organized training programmers, for
example Customer Service Training, Team Building training, will be co-ordinate through
Personnel Services (so individuals do not have to complete any forms). All other training and
development activities must be authorized by Personnel Services before any training is booked.
Company sponsorship
Company recognizes the need for continuous professional development and is pleased to be able
to offer a sponsorship scheme to all permanent and fixed-term employees (whose contracts are
for at least one year). The scheme covers professional, academic or NVQ (or equivalent)
qualifications. The following guidelines are designed to give individuals an idea of the sort of
funding that may be available and how individuals may apply.
PHASE ONE: Needs Identification
The first phase is the identification and analysis of an organization's training needs. As a
minimum, the organization should be able to accomplish the following four things:
39

40. 1. Systematic review of each trade, occupation or process by a team of knowledgeable
individuals
2. Conduct verbal and/or written surveys of managers, supervisors, leaders, technicians and
workers
3. Conduct a complete review of legislated training requirements
4. Review the results of Hazard Analyses, Occupational Health surveys and other survey or
process analyses.
METHODOLOGY OF TRAINING
There is various methodology of training. No single technique is always best.
The best method depends on
 Cost effectiveness
 Desired program content
 Learning principles
 Appropriateness of the facilities
 Trainee preferences and capabilities
 Trainer preferences and capabilities
There is a range of ‘teaching methods’ available to trainer. The choice of a method is a matter
of experience and competence of the instructor and his judgment of how much and what a
particular group of trainees would learn from using one method or another.
Factors which affect the choice of training method:
 The choice of methods depends on the knowledge and experience of the teacher or trainer.
40

41.  The choice of the methods should take into consideration the intellectual level and
educational background of the participants and the participants’ age practical experience.
 Some methods are more effective than others in achieving certain objective.
 Choice methods depend on the social and cultural factors in the environment. Now many
participative methods are accepted and used in management training.
 It also depends on the time and the availability of resources and infrastructural facilities.
Types of training
Induction or Orientation training:
Induction or orientation may be defined as a process of guiding and counseling the
employee to familiarize him with job situations. The induction process accomplishes several
objectives including formation of a favorable impression and attitude, development of the feeling
of belongingness and facilitation of learning and teamwork on the part of the employees. The
content of the induction program should be predetermined in the form of a checklist specifying
the topics to be covered.
Rank-and-File job training:
This is based on similarities in training on several specific jobs. This type of training can be
imparted in a classroom or on the job. It is performed by a foreman or a group leader. Its
advantages arise in so far as it is realistic and economical.
Limitations of rank-and-file job training:
 The trainer may be an incompetent teacher
 The shop floor may be busy
 There may arise heavy production losses.
41

42. Supervisory training:
Supervisory training needs reveal utmost divergence in view of divergent duties of supervisors.
Employee attitude surveys help in identifying area of supervisory training. Likewise, supervisors
themselves may be requested to indicate the areas where they need training. Frequently, these
surveys indicate that supervisors need training in human relations, production control, company
policies and how to instruct. Supervisory courses consist of job methods training (JMT) and job
relations training (JRT).
ON THE JOB TRAINING:
On the fob techniques are conducted in the real job settings. On the job methods usually involve
training in the total job. These methods are typically conducted by individuals, workers,
supervisors. The main advantage is that the trainees learn while actually performing their work,
which may minimize the training cost. They also learn in the same physical and social
environment in which they will be working once the formal training period is completed.
Types of on the job techniques:
 Job instruction training
 Job rotation
 Apprenticeship
 Coaching
 Vestibule training
Job instruction training:
42

43. Job instruction training (JIT) is received directly on the job and so it is called “on the job
training” it is used primarily to teach workers how to do their current jobs. The worker learns to
master the operation involved on the actual job situation under the supervision of his immediate
boss who has to carry the primary burden of conducting the training. Usually no special
equipment or space is needed, since now employees are trained at the actual job location.
Steps of job instruction training:
1.The trainee receives an overview of the job, its purpose and its desired outcomes with an
emphasis on the relevance of the training. Since the employee is shown the action that the job
requires, the training is transferable to the job.
2. The employee is allowed to mimic the trainer’s example. Demonstration by the trainer and
practice by the trainee are repeated until the job is mastered. Repeated demonstrations and
practice provide repetition and feedback. Finally the employee performs the job without
supervision, although the trainer may visit the employee to see if there are any lingering
questions.
Advantages:
 Easy organized
 Realistic
 Stimulates high motivation
 Speeds up worker’s adjustment
 Less costly
Disadvantages:
The disadvantage of this method is that the assigned instructor may be a poor teacher. The
worker may haste for immediate production, so the actual cost may increase.
43

44. JOB ROTATION:
Some trainers move a trainee from job to job. Each worker move normally is preceded by job
instruction training. This is a method of training wherein workers rotate through a variety of
jobs. Thereby providing them a wide exposure. Trainees are placed in different jobs in different
parts of the organization for a specified period of time. They may spend several days or even
years in different company locations. In this way they get an overall perspective of the
organization. It is used with both blue-collar production workers and white collar managers and
it has many organizational benefits. Job rotation creates flexibility, during manpower shortages,
workers have the skills to step in and fill open slots. The method also provides new and different
work on a systematic basis, giving employees a variety of experiences and challenges.
Employees also increase their flexibility and marketability because they can perform a wide
array of tasks.
Limitation of job rotation:
The major drawback of this, it is time consuming and expensive too.
Apprenticeship:
An apprentice is a worker who is learning a trade but who has not reached the state where he is
competent to work without supervision. It is particularly common in the skilled trades. In
organization a new worker is “tutored” by an established worker for a long period of time. An
apprenticeship lasts from two to five years. Each apprentice is usually given a workbook
consisting of reading materials, tests to be taken and practice problem to be solved. This training
is used in such trades, crafts and technical fields in which proficiency can be acquired after a
44

45. relatively long period of time in direct association with the work and under the direct supervision
of experts. Training is intense, lengthy and usually on a one to one basis.
Increasing national attention is being paid to workforce preparation in the United States. This
stems from the growing realization that America's ability to occupy a leading competitive
position in the emerging global economy hinges, to a large degree, on assuring that the nation's
workforce is second to none. Today, unfortunately, this is not the case. Employers frequently
report that significant numbers of young people and adults alike exhibit serious educational
deficiencies and are ill-equipped to perform effectively in the workplace. As a consequence,
leaders from industry, labor, education, and government are all grappling with how to design
educational reforms and education/training strategies that will improve the skills of America's
current and future workforce.
In the spirit of this reform, one particular training strategy -- apprenticeship -- has captured the
interest of many policy makers, educators, and others who are involved in the national reform
movement. Its growing appeal comes as no surprise and, perhaps, is long overdue. Experience
both in the U.S. and growing abroad has repeatedly demonstrated that apprenticeship is a highly
effective strategy for preparing people for work. The bulk of apprenticeship programs offered in
the U.S. and its territories are in the building trades and manufacturing industries, but there is
significant potential to develop apprenticeship programs in a variety of other industries.
The rush to embrace apprenticeship, however, is leading to efforts that could undermine the very
pillars of its value. For example, in some instances, apprenticeship is being viewed as a generic
concept -- one that can be loosely applied to a variety of learning situations. Likewise, others
45

46. have coined such terms as "youth apprenticeship" to characterize various school-to-work
transition programs. Such thinking, while understandable in an environment that begs for
creativity and innovation, may be more harmful than helpful to the cause.
What Apprenticeship Is: The Essential Components
1. Apprenticeship is a training strategy that a) combines supervised, structured on-the-job
training with related theoretical instruction and b) is sponsored by employers or labor.
Management groups that have the ability to hire and train in a work environment.
2. Apprenticeship is a training strategy that prepares people for skilled employment by
conducting training in a bona fide and documented employment setting. The content of training,
both on-the-job and related instruction, is defined and dictated by the needs of the industry,
which refers to all types of business/workplace settings. The length of training is determined by
the needs of the specific occupation within an industry. In the building trades, for example, some
apprenticeship programs are as long as five years with up to 240 hours of related instruction per
year.
3. Apprenticeship is a training strategy with requirements that are clearly delineated in Federal
and State laws and regulations. The National Apprenticeship Act of 1937 (also known as the
Fitzgerald Act) and numerous State laws provide the basis for the operation of formal
apprenticeship training programs in the U.S.; regulations that implement these laws are in force
today. These laws and regulations establish minimum requirements for protecting the welfare of
the apprentice such as the length of training, the type and amount of related instruction,
supervision of the apprentice, appropriate ratios of apprentices to journeypersons, apprentice
selection and recruitment procedures, wage progression, safety, etc.
46

47. a. Apprenticeship is a training strategy that by virtue of a legal contract (indenture) leads to a
Certificate of Completion and official journeyperson status. These credentials have explicit
meaning, recognition and respect in the eyes of Federal and State governments and relevant
industries.
b. Apprenticeship is a training strategy that involves tangible and generally sizable investment
on the part of the employer or labor/management program sponsor.
c. Apprenticeship is a training strategy that pays wages to its participants at least during the on-
the-job training phase of their apprenticeship and that increases these wages throughout the
training program in accordance with a predefined wage progression scale.
d. Apprenticeship is a training strategy that involves a written agreement and an implicit social
obligation between the program sponsor and the apprentice. The written agreement, which is
signed by both the apprentice and the program sponsor and is ratified by government, details
the roles and responsibilities of each party. The implicit social obligation gives employers or
program sponsors the right to expect to employ the apprentice upon completion of training
given the investment in training and gives the apprentice a reasonable right to expect such
employment. Labor market conditions should guide the size of training programs to enable
each party to maintain his or her side of the obligation.
What Apprenticeship Is Not
Unless they conform to the essential components described previously, apprenticeship is no
cooperative education, vocational education, tech prep, two plus two (three or four), summer or
part-time work experiences or any other myriad training strategies that many are promoting as
ways to assure adequate workforce preparation. Such strategies undoubtedly have value in their
own right, but they are not apprenticeship. What distinguishes apprenticeship from most of these
47

48. other approaches are such fundamental qualities as training program sponsorship and location,
the skills required, the value attached to the credential earned, curricula content that is defined
exclusively by the workplace, wage requirements, the written agreement, and the implicit social
contract that exists between program sponsors and their participants. No other training strategy
provides for this unique combination of characteristics. When a person completes a registered
apprenticeship program, he or she is prepared to go to work as a fully trained, competent
journeyperson whose skills enable him or her to perform effectively in the workplace. Few, if
any, other types of educational programs can make this claim.
COACHING
At management levels Coaching of immediate subordinates by their managers is common. A
coach attempts to provide a model for the trainee to copy it tends to be less formal than an
apprenticeship program. Coaching is almost always handled by the supervisor or manager. It is
likely not to be as directive approaches such as nondirective counseling or sensitivity training. If
the trainee’s shortcomings are emotional or personal. Coaching will be ineffective if relations
between trainee and coach are ambiguous in that the trainee cannot trust the coach.
Coaching thrives in a “climate of confidence”, a climate in which subordinates respect the
integrity and capability of their superiors.
Vestibule training:
Vestibule training is a type of instruction often found in production work. A vestibule consists of
training equipment that is set up a short distance from the actual production line. Trainees can
48

49. practice in the vestibule without getting in the way or slowing down the production line. These
special training areas are usually used for skilled and semiskilled jobs, particularly those
involving technical equipment.
Vestibule is small, so relatively few people can be trained at the same time. The method is good
for promoting practice a learning principle involving the repetition of behavior
OFF-THE JOB TRAINING:
Off the job method are those training and development programs that take place away from the
daily pressures of the job and conducted by highly competent outside resource people who often
serve as trainers, which is one of the main advantages of this method. The major drawback of
this is the transfer problem.
Types of off the job training:
Lectures consist of meeting in which one small number of those present actually plays an active
part. The lecture method is a popular form of instruction in educational institution. The lecturer
may be a member of the company or a guest speaker.
Before preparing the lecture some points should be considered.
• Who is your audience?
• What is your audience?
• What is the time available?
• What is the subject matter?
The lecture should be brief and to the point, presenting the theme of the subject in a manner that
arouses the interest of the audience from the start. The speaker should be poised, courteous and
49

50. sincere. The action should be spontaneous. The role of a lecturer is make difficult things simple,
not the reverse.
Limitation of the lecture method:
It gives very little opportunity for active practice, development, over learning, knowledge or
results or transfer of learning. In this method trainee himself or herself have to understand and
personalize the content of the lecture. It is not suitable for courses where people with work
experience are participating. This method involves one-way communication, which is not
interaction of the audience. This method can’t readily adopt itself to individual differences,
which may arise farthest from reality.
Audio-visual techniques:
Audio-visual techniques cover an array of tainting techniques, such as films, slides and
videotapes. It allows seeing while listening and is usually quite good at capturing their interests.
These methods allow a trainer’s message to be uniformly given to numerous organizational
locations at one time and to be reused as often a required.
Available devices used in lecture techniques:
 Blackboard
 Flip chart
 Magnetic board
 Flannel board
 Overhead projector
Conference or discussion method:
50

51. This method encourages the participation of all members of the group in an exchange of
opinions, ideas and criticisms. It is a small group discussion in which the leader plays a neutral
role providing guidance and feedback. Inspire of the intention to encourage general participation
the conferences are frequently dominated by a few, with the majority no more active than they
would be at a lecture. It is more effective than the lecture in changing adult behavior and also
modifying attitudes. The conference method can draw on the learning principles of motivation
and feedback. It is used to enhance knowledge or attitudinal development.
Main objectives of conference method:
 Developing the decision making and problem solving skills of personnel
 Changing or modifying attitudes
 Presenting new and sometimes complicated material
Role playing
Active participation rather than passive reception facilitate learning. Role-playing believes in
active participation. This is a training method often aimed at enhancing either human relations
skills or sales techniques. Role-playing can be defined as an educational or therapeutic technique
in which some problems involving human interaction, real or imaginary is presented and then
spontaneously acted out. Participants suggest how the problem should be handled more
effectively in the future. This “acting out” is followed by discussion and analysis to determine
what happened and why and, if necessary, how the problem could be better handled in future.
51

52. Role-playing is less tightly structured than acting; where performers have to say set lines on sue.
Participants are assigned roles in the scenario to be enacted, so, in this way, it is a device that
forces trainees to assume different identities.
Case Study Method
By studying a case situation, trainees learn about real of hypothetical circumstances and the
actions others take under those circumstances. Besides learning from the content of the case, a
person can develop decision making skills. Case method is an excellent medium for developing
analytical skills.
Cases are usually organized around one or more problems or issues that are confronted by an
organization. Cases can range from one page to over fifty pages Feedback and repetition, are
usually lacking. One inherent difficulty is personal bias. This method calls for skills with
language. But many people are sent to case study courses primarily because they lack
communication skill When cases are meaningful an similar to work related situations, there is
some transference. There also is the advantage of participation through discussion of the case
Simulation
Simulation is an approach that replicates certain essential characteristics of the real world
organization so that the trainees can react to it as if it were the real thing and then consequently
transfer what has been learned to their job. Simulation training is based on a reproduction of
some aspect of job reality. Simulation usually enhances cognitive skills, particularly decision
making. A very popular training technique for higher level hobs in which the employee must
process large amounts of information.
52

53. Simulations have many forms- some use expensive, technical equipment, while others are far
less costly. Some simulations need only one participant, others may involve as many as 15-20
people working together as a team. Simulations are broad based training techniques that can be
adapted to suit a company’s need. By using the equipment simulators, workers can practice new
behaviors and operate certain complex equipment’s free of danger to them. Equipment
simulators can range from simple mock-ups to computer based simulations of complete
environments. Some of them are utilized to train a single individual and the others are used for
team training.
Programmed instruction is a training approach which makes the advantages of private tutoring
available to large groups of students beings trained in new skills. Programmed instruction is one
of the innovations in teaching technology developed in recent years. The methods involves an
actual piece of equipment, usually called
The major advantage of programmed instruction is that is reduces the training time. The learning
takes place at the students own pace. Participants get immediate feedback. The participants are
active learners; there is constant exchange of information between themselves and the program.
Fast learners do not have to wait for slow ones to catch up. Administrative simplicity and
increased productivity in training result in lower training cost per student.
The biggest disadvantage of this method is the absence of a teacher. The book becomes the
teacher. Hence it is absolutely essential that the trainee is highly motivated to continue learning.
The material has to be broken down into a logical sequence, since there may be several correct
ways to perform the task. This method does not appear to improve training performance in terms
of immediate learning of retention over a time compares with conventional methods.
53

54. Syndicate Method
Working in small group to achieve a particular purpose is described as a syndicate method. The
essence of this method is that participants learn from each other and contribute their own
experience to the fullest. The syndicate method is designed to provide the participant an
environment that would help him to reflect critically on his own work and experience; to update
his knowledge of new concepts and techniques with the help of other co-participants; to develop
sound judgment through greater insight into human behavior. This method is suitable for training
and development students, without any experience.
The participants are divided into groups consisting of about eight to ten participants. These
groups are called “syndicates”. Each syndicate functions as a team that can represent various
functional as well as interest areas. The syndicates are given assignments which have to be
finished and a report submitted by a specified date and time. By rotation each member of the
syndicate becomes the leader for completing a specific task. Each assignment to a syndicate is
given in the form of a “Brief”. This is a carefully prepared document by the faculty. Generally,
each syndicate is required to submit a report which is circulated to other syndicates for critical
evaluation
The advantages of these methods are that it secures a very high level of involvement from the
participants. Their own experience is the starting point in this method. It is a process of self
business and development for participants. This method also gives the participant a practice in
communicating with his colleagues and understanding them.
If the syndicate is not structured properly, it should lead to a lot of wastage of time and cause
frustration. In the absence of proper pressure on the participants by trainers or participants
54

55. themselves, some participants might start dragging their feet. Differences of opinion or
viewpoint may be ignored to avoid action.
Counseling:
It helps the trainees to observe their weaknesses and involves measures to overcome them. It is
related to periodic appraisals of ratings. Specifically counseling purports to help the subordinates
to do a better job, provides a clear picture of how they are doing, build strong personal
relationships and eliminate, of at least minimize anxiety.
Understudies In this the trainees work directly with individuals whom they are likely to replace.
However, it is disappointing as training because of a likelihood of an imitation of weak as well as
strong points of the seniors
55

56. CHAPTER-7
RESEARCH PROBLEM
In Hdfc Limited, across training is customized product wise. If any defect comes in a product or
process, a training session is initiated to eradicate root cause.
There are normally two work stations in production,
1. Critical station
2. Normal station
At critical work station an efficient worker should produce 5000 to 6000 units in one shift. At
this work station minor job is done.
At normal work station an efficient worker should be produce 8000 to 10000 units in one shift in
normal circumstances.
In this company there are two types of worker are working.
1. Permanent worker
2. Temporary worker
A worker get the permanent job after the good and consistent performance in the company, these
people are well experienced in their relative jobs. Temporary worker is a layman. They don’t
know any thing about the work, so these types of people require training. When a new person
joins the company, he got the training about the safety and maintenance. For getting these
training he is send in technical training cell (TTC). In TTC he has to go some basic knowledge
and instruction, which is given by the just senior boss. That person is called line in charge.
During the training a person gets the job. He is watched by the line in charge. At any point the
line in charged found any fault in the work, the line in charge instructed at that time, so that the
worker does the job in a proper way and come out with zero-defect product.
56

57. After some experience the worker is transferred from one operation to another operation area.
Where same procedure is performed. He works and if get any confusion regarding the job, he
may ask the line in charge or if line in charge see any fault during the operation, he educates the
worker to do the job better. This process is repeated on each and every operation. This is how
each and every employee is familiarized to the job. The main advantage of this job rotation is, if
any worker does not come on the particular day, that place can be filled by any other worker and
the works progress without any interruption.
57

58. 58

59. CHAPTER-8
RESEARCH METHODOLOGY
. Research methodology is a way to systematically solve the research problem. It
includes two type of research design.
• Exploratory Research Design:-
 It is a preliminary research, whose objective is to provide insights and
understandings. It is used when the problem is not clearly defined and the
information needed is only loosely defined because of which a detailed study
cannot be undertaken or when the no. of outcomes or possibilities is
very large and it is difficult to study each of them in detail.
 The research process that is adopted is flexible and unstructured, data
collected is qualitative in nature , the findings of exploratory research are
regarded as tentative or used as input to further research. It seeks to discover
new relationships and is used for developing a hypothesis
• Conclusive Research Design :-
 The objective of conclusive research is to test hypotheses and examine
relationships. Such research is typically more formal and structured. It is
used when the information needed is clearly specified.
59

60.  It is based on large and representative samples and the data obtained are
subjected to quantitative analysis. The findings from conclusive research are
considered to be conclusive in nature and used as input into managerial
decision making.
The study is carried on in a proper planned & systematic manner, This
methodology
includes
 Familiarization with the organization.
 Observation & collection of data
 Analysis of data
In this project I have used “EXPLORATORY RESEARCH DESING”.
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61. Objectives of Study
1) To find out employees awareness for training process in the organization.
2) To find out employees have undergone any training session in the organization.
3) To find out how employees are feel after training.
4) To find out how types training employees are wanted within organization.
5) To find out on which skills organization concentrated.
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62. 6) To find out employees are which types of Trainer wants.
7) To find out What sort of method is adopted by the organization?
Data Collection
Collecting the Data:-
The information sources were as follows:
1) Secondary Information Sources:-
a) Training Calendar of HDFC.
b) Participants List.
c) Various books at HDFC Library
d) Company’s websites.
2) Primary Information Sources:-
a) Survey of the employees who underwent training programs 3-5 months back by giving them
Questionnaires and collecting their feedback.
b) Survey of the Reporting Officers of the trainees.
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63. Sampling Plan:-
1. Sampling Unit:-
Each respondent was considered as a single unit in the whole research work.
2. Sampling size:-
The sampling size or the universe of the research work was 100 trainees.
3. Sampling procedure:-
To obtain the representation samples, ‘Disproportionate Stratified Random Sampling’
was used. This means that respondents were selected randomly without any well defined
proportions from various departments of the organization.
63

64. CHAPTER-9
DATA ANALYSIS & INTERPRETATION
Q.1. Employees awareness for training process in the organization.
Yes 100%
No 00%
Table No. :- 01
64

65. Yes
NO
INTERPRETATION
The whole population was aware of the training process in their organization.
Q.2. EMPLOYEES had undergone any training program in the organization?
Yes 80%
No 20%
Table No. :- 02
65

66. INTERPRETATION
After observation it has been found that majority of employees in the organization have
undergone training session.
Q.3. Employees feeling after training?
OK 20%
Good 40%
V.Good 40%
Table No. :- 03
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67. INTERPRETATION
With the observation it has been analyzed that the employees normally do not have the common
feeling either in favor of training or in against
Q.4. What is the frequency of training?
Annually 27%
Half Yearly 33%
Any Other 40%
Table No. :- 04
67

68. INTERPRETATION
Around one third of the total employees undergo half yearly training.
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69. Q.5. The skills on which training is concentrated.
Human 33%
Technical 13%
Conceptual 41%
All 13%
Table No. :- 05
INTERPRETATION
It could be interpreted that the conceptual training is the most occurring training in the
organization.
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70. Q.6 The trainer for the employees.
Your company person 33%
Trainer 40%
Both 27%
Table No.:- 06
INTERPRETATION
Majority of the employees have undergone the Trainer.
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71. Q.7. What sort of method is adapted by the organization?
On the job 60%
Off the job 40%
Table No. :- 07
On the job
Off the job
INTERPRETATION
Majority of the employees have undergone on the job training program.
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72. 72

73. FINDINGS
1) The whole population was aware of the training process in their organization.(Shown in
table no. 01).
2) After observation it has been found that majority of employees in the organization have
undergone training session.(Shown in table no. 02)
3) With the observation it has been analyzed that the employees normally do not have the
common feeling either in favor of training or in against.(Shown in table no. 03)
4) Around one third of the total employees undergo half yearly training.(Shown in table no.
04)
5) It could be interpreted that the conceptual training is the most occurring training in the
organization.(Shown in table no. 05).
6) Majority of the employees have undergone trainer.(Shown in table no. 06).
7) Majority of the employees have undergone on the job training program.(Shown in table
no. 07).
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74. CHAPTER-10
RECOMMANDATION
There is no gainsay regarding the training programs enhance the quality of the performance. No
one is perfect in his respective field. A full fazed training program makes trainees complete
performer in their respective areas.
Every company looks for a worker, who can work effectively. They are in search of a person who
has the maximum skills required for the job. After selecting the right person, the company’s main
aim is to make that person a perfect workman. For this they provide them training.
First of all the management should look for that areas where workers needs training. For this
purpose management should keep eyes on each and every activity of the workers and staffs
whosoever may need training. This is a long and time taking process. In this way the next step
would be to select the trainees. There should develop a mechanism for selecting the trainees.
There should be a test for this purpose. This will give the idea about the weak and strong points
of trainees. It will be very fruitful in designing the contents of training program.
The printed material is very useful in training. These materials should be given before the
training. Written material would provide the overall idea about the training and make the
trainees understand better. Before developing the training contents some points should be taken
care of. There should be some practical values in that. The training should include new ideas and
should be helpful in the development of trainees. It must be relevant to the hob of workers and
staffs. In the training process the efficient use of time should be made as time is the most
important factor in any job. The frequency of training program is according to the requirement
and convenience of the trainees as well as the management. Workers require more training so
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75. they need one in every six month. Staffs required less training in the compression of workers, so
they required at least on training program every year. The duration of any event is the most
important, which maker any program successful or fail. It should be according to the needs of the
trainees of participants. In my opinion the duration of the training would be 16 hours.
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76. CONCLUSION
During the study of training and development in HDFC SLIC we conclude that
1.The performance of employee of positively enhanced by the learning program.
2. Employees were satisfied.
3. The employees wanted that training should be implied to them regularly.
4. Feedback should be taken in order to improve the T&D program.
To conclude, it is very clear that training should be provided but not at the loss of the company.
It is very costly and time taking affair. But it is most important for the development of the
company. So management can’t avoid it at any company .This presents the summary of the study
and survey done in relation to the TRAINING AND DEVELOPMENT in HDFC life insurance.
The conclusion is drawn from the study and survey of the company regarding the process carried
out there. The TRAINING process at HDFC life insurance to some extent is not done
objectively. Most of the employees were satisfied but changes are required according to the
changing scenario as TRAINING process has a great impact on the working of the company as a
fresh blood, new idea enters in the company.
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77. LIMITATIONS
1. Training is a costly affair for the management.
2. It needs a handsome amount and long time. So management has to play safe game for the
benefits of the company as well as the workers.
3. One wrong decision may enforce the company to fall into deep troubles. So selecting the weak
areas of staffs and workers should be done very carefully. For that the management should be
conduct a test.
4. For providing an effective training, company requires a knowledgeable trainer.
5. Selecting a particular trainer is again a difficult job.
6. Trainer demands handsome money.
7. Training needs time and cost both.
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78. TRAINING & DEVELOPMENT
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79. (QUESTIONNAIRE)
Name …………………………………………………
Department ………………………………………
Designation ………………………………………
1. Employees. Awareness for training process in the organization.
a) Yes b)No
2. Have you undergone any training session in the organization
a) Yes b)No
3. How do you feel after training?
a) Very good b) Good c) Ok
4. How are types of training you wanted?
a) Annually
b) Half Yearly
c) Any Other
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80. 5. On which skills organization concentrated
a) Human
b) Technical
c) Conceptual
d) All
6. Trainer for the employees.
a) Company person
b) Outside person
c) Both
7. What sort of method is adopted by the organization?
a) On the job
b) Off the job
1. Would you like to suggest something for the training programme?
_____________________________________________________
_____________________________________________________
_____________________________________________________
_____________________________________________________
_____________________________________________________
Date : Signature
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81. 81

82. CHAPTER-11
BIBLIOGRAPHY
WEBSITES :
1) www.hdfcslic.com
2) www.insuranceguide.com
3) www.economictimes.com
BOOKS:
1) HUMAN RESOURCE MANAGEMENT: SHASHI K. GUPTA
2) PERSONNEL MANAGEMENT: C. B. MAMORIA
3) MAMORIA&MAMORIA
JOURNALS:-
1) IRDA JOURNAL
2) BROUCHERS & REPORTS OF COMPANY
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