Training and development with emphasis on Sahara India

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INDEX!
Sr.!No.! ! ! Topic! Page!No.!
1.! Introduction! 3!
2.! Inputs!in!training!and!development! 4!
3.! Training!and!development!objectives! 5!
4.! Models!of!Training! 7!
5.!
Training!need!analysis!and!Training!need!
identification!
9!
6.! Training!Decision!! 11!
7.! Training!Implementation!! 12!
8.! Training!Evaluation!! 14!
9.! Sahara!Company’s!Profile! 15!
10.! Sahara!India!Pariwar! 16!
11.! Research!Methodology!! 17!
12.! Data!Analysis!and!Interpretation! 19!
13.! Project!Training!(Questions!and!Statistics)! 21!
14.! Conclusion!and!Suggestions! 27!

! 3!
INTRODUCTION OF TRAINING &
DEVELOPMENT
TRAINING AND DEVELOPMENT is a subsystem of an organization. It
ensures that randomness is reduced and learning or behavioral change
takes place in structured format.
TRAINING AND DEVELOPMENT DEFINED
It is concerned with the structure and delivery of acquisition of
knowledge to improve the efficiency and effectiveness of organization. It
is concerned with improving the existing skills and exploring the
potential skills of the individual i.e. upgrading the employees’ skills and
extending their knowledge. Therefore, training is a key to optimizing
utilization human intellectual technological and entrepreneurial skills.
Training and Development referred to as:
• Acquisition and sharpening of employees’ capabilities that is required to
perform various obligations, tasks and functions. Developing the
employee’s capabilities so that they may be able to discover their
potential and exploit them to full their own and organizational
development purpose.
• Developing an organizational culture where superior-subordinate
relationship, teamwork, and collaboration among different sub units are
strong and contribute to organizational wealth, dynamism and pride to the
employees.
Development defined
It helps the individual handle future responsibilities, with less emphasis
on present job duties.
Introduction of training
It is a learning process that involves the acquisition of knowledge,
sharpening of skills, concepts, rules, or changing of attitudes and
behaviors to enhance the performance of employees.

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INPUTS IN TRAINING AND DEVELOPMENT
Any training and development program must contain inputs, which
enable the participants to gain skills, learn theoretical concepts and help
acquire vision to look into the distant future.
Skills: Training is imparting skills to employees. A worker needs skills
to operate machines, and use other equipments with least damage and
scrap. This is a basic skill without which the operator will not be able to
function. Employees, particularly supervisors and executives, need
interpersonal skills.
Education: The purpose of education is to teach theoretical concepts
and develop a sense of reasoning and judgment.
Development: It is less skill-oriented but stresses on knowledge.
Knowledge about business environment, management principles and
techniques, human relations, specific industry analysis is useful for better
management of a company.
Ethics: There is need for imparting greater ethical orientation to a
training and development programme. Ethical attitude help managements
make better decisions, which are in the interests of the public, the
employees and in the long term-the company itself.
Attitudinal Changes: Attitude represents feelings and beliefs of
individuals’ towards others. Attitude affects motivation, satisfaction and
job commitment. Negative attitude need to be converting into positive
attitude. Attitude must be changed so that employees feel committed to
the organization, are motivated for better performance, and derive
satisfaction from their jobs and the work environment.
Decision making and problem solving skills: It focus on
methods and techniques for making organization decision-making and
solving work related problems.

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TRAINING AND DEVELOPMENT
OBJECTIVES
The principal objective of training and development division is to make
sure the availability of a skilled and willing workforce to an organization.
In addition to that, there are four other objectives: Individual,
Organizational, Functional, and Societal.
Individual objectives – help employees in achieving their personal
goals, which in turn, enhances the individual contribution to an
organization.
Organizational Objectives – assist the organization with its
primary objective by bringing individual effectiveness.
Functional Objectives – maintain the department’s contribution at a
level suitable to the organization’s needs.
Societal Objectives – ensure that an organization is ethically and
socially responsible to the needs and challenges of the society.
It helps to develop human intellect and an overall personality of the
employees.
• Productivity – Training and Development helps in increasing the
productivity of the employees that helps the organization further to
achieve its long-term goal.
• Team spirit – Training and Development helps in inculcating the sense
of teamwork, team spirit, and inter-team collaborations. It helps in
inculcating the zeal to learn with in the employees.
• Organization Culture – Training and Development helps to develop
and improve the organizational health culture and effectiveness. It helps
in creating the learning culture within the organization.
• Organization Climate – Training and Development helps building
the positive perception and feeling about the organization. The employees
get these feelings from leaders, subordinates, and peers.• Quality –
Training and Development helps in improving upon the quality of work
and work-life.

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• Healthy work-environment – Training and Development helps in
creating the healthy working environment. It helps to build good
employee, relationship so that individual goals align with organizational
goal.
• Health and Safety – Training and Development helps in improving
the health and safety of the organization thus preventing obsolescence.
• Morale – Training and Development helps in improving the morale of
the work force.
• Image – Training and Development helps in creating a better corporate
image.
• Profitability – Training and Development leads to improved
profitability and more positive attitudes towards profit orientation.
• Optimum Utilization of Human Resources – Training and
Development helps in optimizing the utilization of human resource that
further helps the employee to achieve the organizational goals as well as
their individual goals.
• Development of Human Resources – Training and Development
helps to provide an opportunity and broad structure for the development
of human resources’ technical and behavioral skills in an organization. It
also helps the employees in attaining personal growth.
• Development of skills of employees – Training and Development
helps in increasing the job knowledge and skills of employees at each
level. It helps to expand the horizons of human intellect and an overall
personality of the employee

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MODELS OF TRAINING
Training is a sub-system of the organization because the departments
such as, marketing& sales, HR, production, finance, etc. depends on
training for its survival. Training is a transforming process that requires
some input and in turn it produces output in the form of knowledge,
skills, and attitudes (KSAs).
THE TRAINING SYSTEM
The three model of training are:
1. System Model
2. Instructional System Development Model
3. Transitional model
SYSTEM MODEL TRAINING
The system model consists of five phases and should be repeated on a
regular basis to make further improvements. The training should achieve
the purpose of helping employee to perform their work to required
standards. The steps involved in System Model of training are as follows:
1. ANALYZE and identify the training needs i.e. to analyze the
department, job, employees requirement, who needs training, what do
they need to learn, estimating training cost, etc. The next step is to
develop a performance measure on the basis of which actual performance
would be evaluated.
2. DESIGN and provide training to meet identified needs. This step
requires developing objectives of training, identifying the learning steps,
sequencing and structuring the contents
3. DEVELOP- This phase requires listing the activities in the training
program that will assist the participants to learn, selecting delivery
method, examining the training material, validating information to be
imparted to make sure it accomplishes all the goals & objectives.
4. IMPLEMENTING is the hardest part of the system because one wrong
step can lead to the failure of whole training program.
5. EVALUATING each phase so as to make sure it has achieved its aim
in terms of subsequent work performance. Making necessary
amendments to any of the previous stage in order to remedy or improve
failure practices

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TRANSITIONAL MODEL
Transitional model focuses on the organization as a whole. The outer
loop describes the vision, mission and values of the organization on the
basis of which training model i.e. inner loop is execute.
VISION – focuses on the milestones that the organization would like to
achieve after the defined point of time. A vision statement tells that where
the organization sees itself few years down the line. A vision may include
setting a role mode, or bringing some internal transformation, or may be
promising to meet some other deadlines.
MISSION – explain the reason of organizational existence. It identifies
the position in the community. The reason of developing a mission
statement is to motivate, inspire, and inform the employees regarding the
organization. The mission statement tells about the identity that how the
organization would like to be viewed by the customers, employees, and
all other stakeholders.
VALUES – is the translation of vision and mission into communicable
ideals. It reflects the deeply held values of the organization and is
independent of current industry environment. For example, values may
include social responsibility, excellent customer service, etc. The
mission, vision, and values precede the objective in the inner loop. This
model considers the organization as a whole. The objective is formulated
keeping these three things in mind and then the training model is further
implemented
INSTRUCTIONAL SYSTEM DEVELOPMENT (ISD)
MODEL
Instructional System Development model was made to answer the
training problems. This model is widely used now-a-days in the
organization because it is concerned with the training need on the job
performance.
Training objectives are defined on the basis of job responsibilities and job
description and on the basis of the defined objectives individual progress
is measured. This model also helps in determining and developing the
favorable strategies, sequencing the content, and delivering media for the
types of training objectives to be achieved. The Instructional System
Development model comprises of five stages:
1. ANALYSIS – This phase consist of training need assessment, job
analysis, and target audience analysis.
2. PLANNING – This phase consist of setting goal of the learning
outcome, instructional objectives that measures behavior of a participant
after the training, types of training material, media selection, methods of
evaluating the trainee, trainer and the training program, strategies to

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impart knowledge i.e. selection of content, sequencing of content, etc.
3. DEVELOPMENT – This phase translates design decisions into
training material. It consists of developing course material for the trainer
including handouts, workbooks, visual aids, demonstration props, etc.
course material for the trainee including handouts of summary.
4. EXECUTION – This phase focuses on logistical arrangements, such as
arranging speakers, equipments, benches, podium, food facilities,
cooling, lighting, parking, and other training accessories.
5. EVALUATION – The purpose of this phase is to make sure that the
training program has achieved its aim in terms of subsequent work
performance. This phase consists of identifying strengths and weaknesses
and making necessary amendments to any of the previous stage in order
to remedy or improve failure practices. The ISD model is a continuous
process that lasts throughout the training program. It also highlights that
feedback is an important phase throughout the entire training program. In
this model, the output of one phase is an input to the next phase.
TRAINING NEED ANALYSIS (TNA)/TRAINING
NEED IDENTIFICATION (TNI)
An analysis of training need is an essential requirement to the design of
effective training. The purpose of training need analysis is to determine
whether there is a gap between what is required for effective performance
and present level of performance.
Training Need arises at three levels:
• Organizational level
• Individual level
• Operational level
Corporate need and training need are interdependent because the
organization performance ultimately depends on the performance of its
individual employee and its sub group.
Organizational level – Training need analysis at organizational
level focuses on strategic planning, business need, and goals. It starts
with the assessment of internal environment of the organization such as,
procedures, structures, policies, strengths, and weaknesses and external
environment such as opportunities and threats. After doing the SWOT
analysis, weaknesses can be dealt with the training interventions, while
strength scan further be strengthened with continued training. Identifying
the areas where training is required can reduce threats. And, opportunities

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can be exploited by balancing it against costs. For this approach to be
successful, the HR department of the company requires to be involved in
strategic planning. In this planning, HR develops strategies to be sure that
the employees in the organization have the required Knowledge, Skills,
and Attributes (KSAs) based on the future KSAs requirements at each
level.
Individual level – Training need analysis at individual level focuses
on each and every individual in the organization. At this level, the
organization checks whether an employee is performing at desired level
or the performance is below expectation. If the difference between the
expected performance and actual performance comes out to be positive,
then certainly there is a need of training. However, individual
competence can also be linked to individual need.
The methods that are used to analyze the individual need are:
• Appraisal and performance review
• Peer appraisal
• Competency assessments
• Subordinate appraisal
• Client feedback
• Customer feedback
• Self-assessment or self-appraisal
Operational level – Training Need analysis at operational level
focuses on the work that is being assigned to the employees. The job
analyst gathers the information on whether the job is clearly understood
by an employee or not He gathers this information through technical
interview, observation, psychological test; questionnaires asking the
closed ended as well as open ended questions, etc. Today, jobs are
dynamic and keep changing over the time. Employees need to prepare for
these changes. The job analyst also gathers information on the tasks
needs to be done plus the tasks that will be required in the future. Based
on the information collected, training Need analysis (TNA) is done.
Benefits of need assessment
Training programs are designed to achieve specific goals that meet felt
needs. There are many benefits of need assessment:
1. Trainers may be informed about the broader need of the trainees.
2. Trainers are able to pitch their course inputs closer to the specific
needs of the trainees.

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3. Assessment makes training department more accountable and more
clearly linked to other human resource activities, which make the training
programs easier to sell to line managers.
TRAINING-DESIGN
The design of the training program can be undertaken only when a clear
training objective has been produced. The training objective clears what
goal has to be achieved by the end of training program i.e. what the
trainees are expected to be able to do at the end of their training. Training
objectives assist trainers to design the training program.
The trainer – Before starting a training program, a trainer analyzes his
technical, inter personal, judgmental skills in order to deliver quality
content to trainers.
The trainees – A good training design requires close scrutiny of the
trainees and their profiles. Age, experience, needs and expectations of the
trainees are some of the important factors that affect training design.
Cost of training – It is one of the most important considerations in
designing a training programme. A training programme involves cost of
different types. These may be in the form of direct expenses incurred in
training, cost of training material to be provided, arrangement of physical
facilities and refreshment, etc. Besides these expenses the organization
has to bear indirect cost in the form of loss of production during training
period. Ideally, a training programme must be able to generate more
revenues than the cost involved.
Training climate – A good training climate comprises of ambience, tone,
feelings, positive perception for training program, etc. Therefore, when
the climate is favorable nothing goes wrong but when the climate is
unfavorable, almost everything goes wrong.
TRAINING-DESIGN
Trainees’ learning style – the learning style, age, experience, educational
background of trainees must be kept in mind in order to get the right pitch
to the design of the program.
Training strategies – Once the training objective has been identified, the
trainer translates it into specific training areas and modules. The trainer
prepares the priority list of about what must be included, what could be
included.

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Training topics – After formulating a strategy, trainer decides upon the
content to be delivered. Trainers break the content into headings, topics,
ad modules. These topics and modules are then classified into
information, knowledge, skills, and attitudes.
Sequence the contents – Contents are then sequenced in a following
manner:
• From simple to complex
• Topics are arranged in terms of their relative importance
• From known to unknown
• From specific to general
• Dependent relationship.
Training tactics – Once the objectives and the strategy of the training
program becomes clear, trainer comes in the position to select most
appropriate tactics or methods or techniques. The method selection
depends on the following factors:
• Trainees’ background
• Time allocated
• Style preference of trainer
• Level of competence of trainer
• Availability of facilities and resources, etc.
Support facilities – IT can be segregated into printed and audiovisual.
The various requirements in a training program are white boards, flip
charts, markers, etc.
Constraints – The various constraints that lay in the trainers mind are:
• Time
• Accommodation, facilities and their availability
• Furnishings and equipments
• Budget
• Design of the training, etc.
TRAINING IMPLEMENTATION
To put training program into effect according to definite plan or
procedure is called training implementation. Training implementation is
the hardest part of the system because one wrong step can lead to the
failure of whole training program. Even the best training program will
fail due to one wrong action. Training implementation can be segregated
into:

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• Practical administrative arrangements
• Carrying out of the training
Once the staff, course, content, equipments, topics are ready, the training
is implemented. Completing training design does not mean that the work
is done because implementation phase requires continual adjusting,
redesigning, and refining. Preparation is the most important factor to taste
the success. Therefore, following are the factors that are kept in mind
while implementing training program:
The trainer – The trainer need to be prepared mentally before the delivery
of content. Trainer prepares materials and activities well in advance. The
trainer also set grounds before meeting with participants by making sure
that he is comfortable with course content and is flexible in his approach.
Physical set-up – Good physical set up is pre-requisite for effective and
successful training program because it makes the first impression on
participants. Classrooms should not be very small or big but as nearly
square as possible. This will bring people together both physically and
psychologically. Also, right amount of space should be allocated to every
participant.
Establishing rapport with participants – There are various ways by which
a trainer can establish good rapport with trainees by:
• Greeting participants – simple way to ease those initial tense moments
• Encouraging informal conversation
• Remembering their first name
• Pairing up the learners and have them familiarized with one another
• Listening carefully to trainees’ comments and opinions
• Telling the learners by what name the trainer wants to be addressed
• Getting to class before the arrival of learners
• Starting the class promptly at the scheduled time
• Using familiar examples
• Varying his instructional techniques
• Using the alternate approach if one seems to bog down
Reviewing the agenda – At the beginning of the training program it is
very important to review the program objective. The trainer must tell the
participants the goal of the program, what is expected out of trainers to do
at the end of the program, and how the program will run. The following
information needs to be included:
• Kinds of training activities

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• Schedule
• Setting group norms
• Housekeeping arrangements
• Flow of the program
• Handling problematic situations
TRAINING EVALUATION
The process of examining a training program is called training evaluation.
Training evaluation checks whether training has had the desired effect.
Training evaluation ensures that whether candidates are able to
implement their learning in their respective workplaces, or to the regular
work routines.
Purposes of Training Evaluation
The five main purposes of training evaluation are:
Feedback: It helps in giving feedback to the candidates by defining the
objectives and linking it to learning outcomes.
Research: It helps in ascertaining the relationship between acquired
knowledge, transfer of knowledge at the work place, and training.
Control: It helps in controlling the training program because if the
training is not effective, then it can be dealt with accordingly.
Power games: At times, the top management (higher authoritative
employee) uses the evaluative data to manipulate it for their own benefits.
Intervention: It helps in determining that whether the actual outcomes are
aligned with the expected outcomes.
Functions of evaluation:
There are basically two functions of evaluation:
1. Qualitative evaluations is an assessment process how well did we do?
2. Quantitative evaluation is an assessment process that answers the
question How much did we do?
Principles of Training Evaluation:
Training need should be identified and reviewed concurrently with the
business and personal development plan process.
a) Evaluation must be continuous.
b) Evaluation must be specific.

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c) Evaluation must be based on objective methods and standards.
d) There should be correlation to the needs of the business and the
individual.
e) Organizational, group and individual level training need should be
identified and evaluated.
f) Techniques of evaluation should be appropriate.
g) The evaluation function should be in place before the training takes
place.
h) The outcome of evaluation should be used to inform the business and
training process.
SAHARA COMPANY‘S PROFILE
Sahara India- a corporate, which believe that quality, is never an accident
it is a result of planning, team work and a commitment of excellence.
Sahara India Pariwar is a multi-business conglomerate with diversified
business interest that includes finance, real estate, media & entertainment,
tourism & hospitality, and service & trading.
Sahara India Pariwar
Headquarter: Lucknow, India
Workers: 9.10 lakh
Dependents: 45.50 lakh
Asset: Over 50,000 crore
Establishments: 1707
Important points
• The employees at Sahara India Pariwar greet each other by saying
“Sahara Pranam”
• Every year, republic day and Independence Day is celebrated as Bharat
Parv (national festival) and Sahara India Pariwar celebrates it as the
biggest event of the pariwar (family).
• Sahara India Pariwar has been the official sponsors of the Indian cricket
team and Indian hockey team.
• Sahara India Pariwar in often referred as the world’s largest family
• 910,000 workers/ employees and no trade union
• Its five star hostel ‘Sahara Star’ near Mumbai airport has the world’s
largest pillar less clear-to-sky dome of its kind
• Holds the Guinness world record for planning 125,256 trees by 1400

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volunteers in 6 hours and 35 minutes 0n 5th June 1988 at Aamby valley
city.
• Hold the record in India for 25%-50% hike in the gross salary of all of
its employees at one go.
• Conducts mass marriage ceremony of 101 underprivileged girls every
year
• Subrato Roy Sahara is also referred as “Saharasri”
SAHARA INDIA PARIWAR
OVERVIEW
Sahara India Pariwar is a major entity on the corporate scene having
diversified business interests that include Finance, Infrastructure &
Housing, Media &Entertainment, Consumer Products, Manufacturing,
and Services & Trading. Quality is our essence and we, at Sahara India
Pariwar have always stressed on the Qualitative aspect. Consequently in
this run for quality, quantity has always pursued us. We look forward to
reaching the zenith and reaffirm our commitment to the process of sound
nation building.
PROFIT SHARINGCORE COMMITMENTS - OUR STRENGTH
• Emotion
• Discipline
• Duty
• No discrimination
• Quality
• Give respect
• Self-respect
• Truth
• Collective Materialism
• Religion
• Absolute Honesty
What
A commitment of Sahara India Pariwar to the genuine needs and rights of
anybody & everybody - Be it to a depositor, newspaper reader,
consumer.... all business associates and Sahara India Family Members.
Need
India needs effective consumer protection and protection of workers
genuine rights. There are various agencies, promising protection &
action. But no external body can provide justice unless the company
becomes QUALITY CONSCIOUS WITHSTRICTLY NO

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DISCRIMINATION POLICY AND JUSTICE CONSCIOUSNESS as its
very dominating nature.
Motto
We not only believe but practice NO DISCRIMINATION, JUSTICE &
HIGHQUALITY - means enthusiastic, productive performance of duty
"KARTAVYA towards the consumer, workers genuine satisfaction.
Aim
To provide justice - be it a matter of the tiniest imperfection or injustice
in our. COMMITMENT - products or services, direct or indirect, short
term or long term.
Where
Kindly rush your grievances/suggestions or any queries related to Sahara
India Pariwar to the nearest Sahara establishment and/or to: Response
Will Never Be Delayed And Justice Will Never Be Denied
RESEARCH METHOLOGY
DATA COLLECTION
Data collection is a term used to describe a process of preparing and
collecting business data - for example as part of a process improvement
or similar project. Data collection usually takes place early on in an
improvement project, and is often formalized through a data collection
Plan which often contains the following activity.
1. Pre collection activity – Agree goals, target data, definitions, methods
2. Collection – data collection
3. Present Findings – usually involves some form of sorting analysis
and/or presentation. There are two methods of data collection which are
discussed below:
PRIMARY DATA
In primary data collection, you collect the data yourself using methods
such as interviews and questionnaires. The key point here is that the data
you collect is unique to you and your research and, until you publish, no
one else has access to it.
I have tried to collect the data using methods such as interviews and
questionnaires. The key point here is that the data collected is unique and
research and, no one else has access to it. It is done to get the real
scenario and to get the original data of present.

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DATA COLLECTION TECHNIQUE
Questionnaire:
Questionnaire are a popular means of collecting data, but are difficult to
design and often require many rewrites before an acceptable
questionnaire is produced. The features included in questionnaire are:
• Theme and covering letter
• Instruction for completion
• Types of questions
• Length
Interview:
This technique is primarily used to gain an understanding of the
underlying reasons and motivations for people’s attitudes, preferences or
behavior. The interview was done by asking a general question. I
encourage the respondent to talk freely. I have used an
unstructured format, the subsequent direction of the interview being
determined by the respondent’s initial reply, and come to know what is its
initial problem is.
SAMPLING METHODOLOGY
Sampling technique: Initially, a rough draft was prepared keeping in mind
the objective of the research. A pilot study was done in order to know the
accuracy of the questionnaire. The final questionnaire was arrived only
after certain important changes were done. Thus my sampling came out
to be judgmental and continent.
Sampling Unit: The respondents who were asked to fill out
questionnaires are the sampling units. These comprise of kartavyayogis
of corporate HR, Sahara India Pariwar, who had attended the personality
development workshop.
Sampling Size: 20
SECONDARY DATA
All methods of data collection can supply quantitative data (numbers,
statistics or financial) or qualitative data (usually words or text).
Quantitative data may often be presented in tabular or graphical form.
Secondary data is data that has already been collected by someone else
for a different purpose to yours.
Need of using secondary data

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1. Data is of use in the collection of primary data.
2. They are one of the cheapest and easiest means of access to
information.
3. Secondary data may actually provided enough information to resolve
the problem being investigated.
4. Secondary data can be a valuable source of new ideas that can be
explored later through primary research.
Limitation of secondary data
1. May be outdated.
2. May not be reported in the required form.
3. May not be very accurate.
4. Collection for some other purpose.
DATA ANALYSIS AND INTERPRETATION
The major activities performed by the Training and Developing function
in Sahara India Pariwar are as follows:
(1) Training needs identification/ assessment: From employees through
interviews, questionnaires, etc. and secondly through HOD
recommendation.
(2) Training (Internal/External): Training depends upon its scope,
whether needs of the training can be met within the organization or
whether has to be taken to an environment outside the organization.
(3) Certified corporate trainer: Certified corporate trainers are the
employees of the company itself. It is their voluntary involvement. If they
feel like in their service tenure that they can, for some time, train the
employees of the company on the base of their experience, then send in
their CVs and on approval by the respective authority, become certified
corporate trainers.
(4) Types of training given in Sahara India Pariwar:
• Induction/Orientation training
• Soft skill development training
• Project training
INDUCTION/ORIENTATION TRAINING
These terms are interchangeably used to give a friendly welcome to the

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new employees as members of the organization so also to introduce the
new employee with the available installations (plant and machineries,
systems), work norms, organizational objectives and the job position of
the employee.
Content:
• The company size, structure of the organization, history, market share
• Achievements, objective and mission.
• Product training
• Shop floor-rules and regulations
• Personnel policies
• Union contract
• Company services
• Service department
SOFT SKILL DEVELOPMENT TRAINING
Modules of soft skill development training in Sahara India Pariwar:
n Personality and positive attitude
n Business communication
n Team building and leadership
n Stress management and work-life balance
n Business etiquettes and corporate grooming
BUSINESS COMMUNICATION
Background
Effective communication is very crucial in the business success. It is the
lifeblood of an business organization. It includes conveying messages to
other people clearly and unambiguously. Its also about receiving
information that others are sending to you, with as little distortion as
possible. Doing this involves effort from both the sender of the message
and the receiver. And it’s a process that can be fraught with error, with
messages muddled by the sender, or misinterpreted by the recipient.
When this isn’t detected, it can cause tremendous confusion, wasted
effort and missed opportunity.
Objective of the Module
To understand the importance of Business Communication in order to
enhance the capabilities of understanding and implementing the correct
communication channel to bring the effectiveness of the organization in
order to succeed in business, and maintain good relationships with
clients, customers and employee.

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Coverage of the Module• What is communication?• Need of
communication• Communication flow• Types of Communication•
Barriers of Communication• Overcoming tips of barrier• Essentials of
effective communication
PROJECT TRAINING
Project trainings are the time-to-time held training sessions held by the
organization and with the help of experienced and learned employees to
train students outside the organizations, in various practical fields, for the
accomplishments of their compulsory projects
Training evaluation Process:
1. What do you understand by training?
Learning 0
Enhancement of knowledge, skill &attitude 4
Sharing information 0
All of the above 16
ANALYSIS
The above result shows that most of the kartavyayogis of corporate HR
are well aware of the definition, inputs and purpose of the training
program. They are self-motivated to attend such training program as it
will result in their skill enhancement & improving their interpersonal
skill.
2. Training is must for enhancing productivity and performance.
Completely agree 17
Partially agree 3
Disagree 0
Unsure 0
ANALYSIS
The above result shows that mostly all the kartavyayogis of corporate HR
are well aware of the role and importance of the training. It means
somewhere their productivity and performance has been improved after
the training program attended by them and it helped them to achieve their
goal.
3. (i). Have you attended any training program in the last 1-year?

! 22!
Yes 20
No 0
ANALYSIS
100% respondents had attended training program in the last 1-year. It
means incorporate HR, Sahara India Pariwar, time-to-time training is
provided to all the kartavyayogis and it is continuous process.
(ii). If yes, which module of soft skill development training?
Personality and positive attitude 3
Business communication 2
Team building and leadership 0
Stress management and work-life balance 2
Business etiquettes and corporate grooming 0
All of above 13
If any other ,please specify 0
ANALYSIS
65% respondents had attended all the five modules of soft skill
development training. But besides soft skill development training,
Corporate HR Sahara India Pariwar should also provide product/process
or skill based training to enhance the employability.
4. (i). After the training, have you given feedback of it?
Yes 20
No 0
ANALYSIS
100% respondent had given feedback after attending the training. It
means each and every respondent are well aware of the importance of
giving feedback. They know that their feedback is very important to
identify the effectiveness and valuation of training program.
(ii). If yes, through which method?
Questionnaire 16
Interview 1
Supplement test 1
Any other 0
ANALYSIS

! 23!
The above result shows that the questionnaire is the most popular method
of evaluating the training program and other methods are not very much
in practice in corporate HR, Sahara India Pariwar But since there are
various other methods of evaluation of training program like interviews,
supplement test, self diaries& observation so it should also implement the
other methods also to identify the ROI (return on investment) &
effectiveness and valuation of the training program.
5. Which method of post training feedback according to you is more
appropriate?
Observation 5
Questionnaire 3
Interviews 8 Self diaries 3
Supplement test 1
ANALYSIS
I. Corporate HR, Sahara India Pariwar, mostly use the questionnaire to
get the feedback of trainees but only 15% respondents are in favor of
questionnaire because in it there is a possibility of getting inaccurate data
and in this responding conditions are also not controlled.
II. On the other side 40% respondents feel that interview is the most
appropriate method of evaluating the training program because it is more
flexible method, and in this they can get the opportunity for clarification
and the most important thing is that in the interview, personal interaction
is also possible.
III. 25% are in favor of observation because this is non-threatening and is
excellent way to measure the behavioral changes. IV. Beside this, 15%
are in favor of self-diaries and 5% are in the favor of supplement test. It
means that Corporate HR, Sahara India Pariwar should also try to use
other method of evaluation of training program.
6 (i). Do you think that the feedback can evaluate the training
effectiveness?
Yes 20
No 0
ANALYSIS
100% respondents think that the feedback can evaluate the training
effectiveness. It means that kartavyayogis in the Corporate HR, Sahara
India Pariwar are well aware of the importance of taking feedback after
the training.

! 24!
(ii).If yes, how can the post training feedbacks can help the participants?
Improve job performance 1
An aid to future planning 3
Motivate to do better 2
All of the above 14
None 0
ANALYSIS
70% respondent feel that the post training feedback can help the
participants to improve their job performance, is an aid to future planning
and can motivate to do better. It means that giving feedback of the
training, attended by them, benefits them.
7. Post training evaluation focus on result rather than on the effort
expended in conducting training.
Completely agree 14
Partially agree 6
Disagree 0
Unsure 0
ANALYSIS
70% respondents are completely agreed and 30% respondents are
partially agree with the statement that post training evaluation focus on
result rather than on the effort expended in conducting training program.
It means that the entire respondents are well aware of the purpose and
objective of the post training evaluation.
8. What should be the approach of post training evaluation?
Trainer centered 2
Trainee centered 2
Subject centered 8
All of the above 8
ANALYSIS
I. 40% respondents feel that the approach of post training evaluation
should be subject centered and 40% respondent also feel that it should be
trainer, trainee and subject centered.
II. 10% respondents are in favor of trainee-centered approach and 10%
respondents are in favor of trainer-centered approach. It means that the

! 25!
evaluation procedure should be implemented concerning trainer, trainee
and subject.
9. What should be the ideal time to evaluate the training?
Immediate after training 6
After 15 days 7
After 1 month 4
Can’t say 3
ANALYSIS
35% respondent feel that training should be evaluate after 15-days. 30%
feel that it should be immediate after training. 20% feel that ideal time to
evaluate the training is after 1month and 15% are unsure. Since each
respondent had attended different training program. So the ideal time of
evaluation of training depends on types of training. It could be vary for
different training.
10. Should the post training evaluation procedure reviewed and revised
periodically?
Yes 16
No 2
Can’t say 2
ANALYSIS
80% respondents feel that the post training evaluation procedure should
be reviewed and revised periodically. It means that it has to be a
continuous process and be taken regularly by the line manager/Reporting
manager of the participants. Peer group could also take it. Still 10% feel
that the post training evaluation procedure should not be reviewed and
revised periodically. It means they are satisfied with the post training
evaluation procedure, followed by Corporate HR, Sahara India Pariwar.
11. Is the whole feedback exercise after the training worth the time,
money and effort?
Yes 18
No 2
Can’t say 0
ANALYSIS
90% respondents feel that the whole feedback exercise worth the time,

! 26!
money and effort and 10% respondent are not agree with this. It means
that feedback exercise is valuable and worthful for the participant to
achieve their personal goal as well as for the organization. Still 10% are
unsure about it. So there is a need to create awareness among them that
how much the feedback exercise is important to identify the effectiveness
and valuation of the training program, to identify the ROI, need of
retraining and the points to improve the training.
12.The post training feedback can be used:
To identify the effectiveness and valuation of training program 3
To identify the ROI (return on investment) 2
To identify the need of retraining 0
To provide the points to improve the training 0
All of above 15
ANALYSIS
75% respondents feels that post training feedback can be used to identify
the effectiveness and valuation of training program, to identify the ROI,
to identify the need of retraining and to provide the points to improve the
training. And others are also aware of the importance of post training
feedback.
KEY FINDINGS
• Mostly all the kartavyayogis of corporate HR are well aware of the role
and importance of the training They are self motivated to attend such
training program as it will result in their skill enhancement & improving
their interpersonal skill.
• Corporate HR, Sahara India Pariwar, time to time training is provided to
all the kartavyayogis and it is continuous process.
• Two types of training are provided to the kartavyayogis by Corporate
HR Sahara India Pariwar -induction training and soft skill development
training.
• Questionnaire is the most popular mean of evaluating the training
program in Sahara India Pariwar.
• Most of the kartavyayogis feel that interview is the most appropriate
method of evaluating the training program.
• Post training evaluation focus on result rather than on the effort
expended in conducting the training and it worth the time, money and
effort.
• Most of the participants are benefitted by giving feedback after attended
the training. It motivated them to do better, helped them to increase their

! 27!
job performance and is an aid to future planning.
• In Sahara India Pariwar, post training evaluation is used to identify the
effectiveness and valuation of training program, to identify the ROI
(return on investment), to identify the need of retraining and to provide
the points to improve the training.
CONCLUSION
Professional competence describes the state-of-the-art, Area- knowledge,
expertise and skill relevant for performing excellently within a specific
functional department. This competence insures that technical knowledge
is both present and used within a firm for the welfare of its stakeholders.
To develop this competence regular Training and Development is
required. Therefore, Training initiatives and programs have become a
priority for Human Resources. As business markets change due to an
increase in technology initiatives, companies need to spend more time
and money on training employees. In today’s business climate employee
development is critical to corporate success and organizations are
investing more in their employees training and development needs.
Training evaluation is the important part of training process. It provides a
feedback and help the sponsors and the resource persons for improvement
at the level of individual performance and in the strategy formulation for
training and development. Post training evaluation can be used to identify
the effectiveness and valuation of training programme, to identify the
ROI (return on investment), to identify the need of retraining and to
provide the points to improve the training.
SUGGESTIONS
ü The management must commit itself to allocate major resources and
adequate time to training.
ü Ensure that training contribute to competitive strategies of the firm.
Different strategies need different HR skill for implementation. Let
training help employees at all levels acquire the needed skill.
ü Ensure that a comprehensive and systematic approach to training exists,
and training and retraining are done at all levels on a continuous and
ongoing basis.
ü Ensure that there is proper linkage among organizational, operational
and individual training needs.

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ü Skill based training (product/process training) should also be provided.
ü Besides questionnaire other methods of post training evaluation should
also be used like interviews, self diaries, observation and supplement test.
ü The evaluation procedure must be implemented concerning trainer,
trainee and subject.
ü Post training feedback has to be continuous and should also be taken
from line manager/superior & from peers to find out the effectiveness and
valuation of training.
Reference: A study carried out by Hemant CRPatna

Training and development with emphasis on Sahara India

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