project report on Bsnl

TRAINING & DEVELOPMENT SURVEY AT BSNL

TABLE OF CONTENT

1. Executive summary

2. Introduction to Training and Development

3. Importance of Training and Development

4. Need for the study

Title of the project

Statement of the problem

Purpose of the study

Scope of the study

Objectives of the study

5. Research methodology

Sampling plan

Area covered

Methodology

6. Data collection

Primary data

Secondary data

7. Data Analysis

Statistical tool

Statistical package

8. Limitation of the study

9. Theoretical aspects of training and development

10. Introduction to the company

11. Analysis and interpretation

12. Findings

13. Suggestions

14. Conclusion

15. Bibliography

16. Annexure



S.N QUESTIONSStrongly disagree

Somewhat disagree

Neither agree nor disagree

Somewhat agree

Strongly agree

1. Training helps in increasing productivity of employees, to achieve organizational goals.

1 2 3 4 5

2. Training programs are well-planned. 1 2 3 4 5

3. Training programs are of sufficient duration. 1 2 3 4 5

4. Training is periodically evaluated and improved.

1 2 3 4 5

5.Training programs emphasis on developing technical & managerial capabilities of employees.

1 2 3 4 5

6. Training of workers is given adequate importance in your organization.

1 2 3 4 5

7.Employees are sponsored for training programs after carefully identified developmental needs.

1 2 3 4 5

8. Those who are sponsored for the training programs take the training seriously

1 2 3 4 5

9. Employees in the organization participate in determining the training they need.

1 2 3 4 5

10. The quality of training programs in your organization is excellent.

1 2 3 4 5

11. External training programs are carefully chosen after collecting enough information about their quality and suitability.

1 2 3 4 5

1. There is a well-designed and widely shared training policy in the company.

1 2 3 4 5


EXECUTIVE SUMMARY

Telecommunication is a technology intensive industry with a high probability of

obsolescence. Our country has witnessed a number of technologies varying from magneto

exchanges to the modern New Technology Digital Switches. We have also seen changes

in the transmission technology starting from carrier systems to the DWDM systems

providing long distance circuits across the length and breadth of the country.

Telecommunications today is both a public utility and a vital infra-structure. Therefore an

in house training center is an essential institution for continuous training of the officers

and employees in this key technological field.

Training is a process through which a person enhances and develops his efficiency,

capacity and effectiveness at work by improving and updating his knowledge and

understanding the skills relevant to perform his or her job.

Training also helps a person cultivate appropriate and desired behavior and attitude

towards the work and people. Unless training is provided, the jobs and lives of employees

in organizations are at stake.

It gives people an awareness of the Rules & Procedures to guide their behavior. It is an

application of knowledge to improve the performance on the Current job or to prepare

one for an intended job.

Organization & individual for their survival & attainment of mutual goals should

develop & progress simultaneously; this can be done mainly through training technique

because training is the most important technique & it is a value addition to the

organization through Human Resource Development for the development of the

employee. The employee she/he been selected, placed & introduced in an organization

should be provided with training facilities in order to adjust & make them suitable for the


Job as no organization can get a candidate who exactly matches with the job &

organizational requirements.

The trained employees are the valuable assets to any organization. Training at BSNL is

given when there is a difference between the job requirements & employees present

specifications. Thus employee training is the most important sub-system, specialized &

one of the fundamental operative functions of Human Resource Development.

Organizational efficiency, productivity, progress & development, also organization

viability, stability & growth to greater extent depend on training. If the required training

is not provided it leads to the performance failure of the employees. Training enhances

the Competence, Commitment, and Creativity & Contribution to the organization.

The first step in my study is to find out the effectiveness of training and development in

achieving the goals of the company, to study the different methods of training followed at

BSNL, The basis on which training programmees are planned and scheduled and how the

performance appraisal helps in identifying training needs.

The second step was data collection through various sources I used both primary and

secondary data for the study as both are quiet essential in any type of survey.

primary data was collected through survey and personal interview, whereas secondary

data made use of certain reports from the HRD department provided the information as to

the total no of employees, schedule of training programs, number of persons attending it

and other such things. The secondary data also included textbooks, company data,

internet.


The analysis of the questionnaire was carried out through which the purpose of the study

was served. The analysis was done by using statistical tool in which the study made use

of two test that is : frequency test and correlation.

These tests gave the clear idea about the most significant factors which are positively

correlated and those factors which are not so significant and are not positively correlated.

Hence it helped the study to identify the important factors which are quiet essential for

effective training and development in the organization.

This study gives a detailed idea about the employee’s attitude towards the training

program and how the employees apply the knowledge, skills and attitude in job

performance.

Therefore through the analysis the study could be interpreted that the training and

development programs are quiet effective but still needs to be improved on some of the

aspects mentioned above.


INTRODUCTION TO TRAINING AND DEVELOPMENT

HUMAN RESOURCE MANAGEMENT

Human Resource Management is defined as the people who staff and manage

organization. It comprises of the functions and principles that are applied to retaining,

training, developing, and compensating the employees in organization. It is also

applicable to non-business organizations, such as education, healthcare, etc Human

Resource Management is defined as the set of activities, programs, and functions that are

designed to maximize both organizational as well as employee effectiveness……………

……………………

Scope of HRM without a doubt is vast. All the activities of employee, from the time of

his entry into an organization until he leaves, come under the horizon of HRM.The

divisions included in HRM are Recruitment, Payroll, Performance Management, Training

and Development, Retention, Industrial Relation, etc. Out of all these divisions, one such

important division is training and 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.

TRADITIONAL AND MODERN APPROACH OF TRAINING AND

DEVLOPMENT

Traditional Approach – Most of the organizations before never used to believe in

training. They were holding the traditional view that managers are born and not made.

There were also some views that training is a very costly affair and not worth.

Organizations used to believe more in executive pinching. But now the scenario seems to

be changing.

The modern approach of training and development is that Indian Organizations have

realized the importance of corporate training. Training is now considered as more of

retention tool than a cost. The training system in Indian Industry has been changed to

create a smarter workforce and yield the best results

TRAINING 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.

Importance of Training and Development

• Optimum Utilization of Human Resources – Training and Development helps in

optimizing the utilization of human resource that further helps the employee to achieve

the organizational goals as well as their individual goals.

• Development of Human Resources – Training and Development helps to provide an

opportunity and broad structure for the development of human resources’ technical and

behavioral skills in an organization. It also helps the employees in attaining personal

growth.

• Development of skills of employees – Training and Development helps in increasing

the job knowledge and skills of employees at each level. It helps to expand the horizons

of Human intellect and an overall personality of the employees.

• Productivity – Training and Development helps in increasing the productivity of the

employees that helps the organization further to achieve its long-term goal.


• Team spirit – Training and Development helps in inculcating the sense of team work,

team spirit, and inter-team collaborations. It helps in inculcating the zeal to learn within

the employees.

• Organization Culture – Training and Development helps to develop and improve the

organizational health culture and effectiveness. It helps in creating the learning culture

within the organization.

• 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.

• Healthy work-environment – Training and Development helps in creating the healthy

working environment. It helps to build good employee, relationship so that individual

goals aligns 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.


• Training and Development aids in organizational development i.e. Organization gets

more effective decision making and problem solving. It helps in understanding and

carrying out organisational policies

• Training and Development helps in developing leadership skills, motivation, loyalty,

better attitudes, and other aspects that successful workers and managers usually display.

Training in Public Sector

Indian Public Sector is passing through massive changes due to advancement in science

and technology and competition from private sector. India has nearly one-sixth of the

world's population. This over abundant human resource needs to be converted to asset.

This is possible only through proper training and development. The former Prime

Minister Rajiv Gandhi rightly sensed this need and had established a separate Ministry

for Human Resource Development in 1985. He stressed on the development of human

resources and because of his initiatives, training had taken a front seat in the national

economy. Later on, most of the PSEs realized the need and importance of training their

employees for better and improved results. The human resource development approach is

essential in order to have the optimum utilization of manpower for the benefit of both, the

employees and the organization.

After opening up of the economy, there has been tremendous amount of pressure on the

PSEs to increase productivity of their employees on one hand and reduce surplus

manpower on the other. PSEs have found out the route to reduce their manpower strength


by adopting Voluntary Retirement Scheme (VRS). The biggest challenge in VRS is to

safeguard talent drain. Talented employees see this as an opportunity and are moving

away from PSEs in search of high paid jobs in private and multinational companies,

which leads to scarcity of trained manpower. On the one side they get lump sum

compensation package by opting for VRS and on the other side they will be attracted by

MNCs and other private sector enterprises (The Indian Express, January 25, 2001;

Business Line, June 08, 2000; www.syndicatebank.com). Nearly 40% of the employees

in Reliance Petroleum were drawn from the public sector (Vittal, 2001). This again

emphasizes the need and importance of training and employee retention in PSEs.

Research conducted by TVRLS on VRS also proves that good outside opportunity is one

of the important reasons for employees opting for VRS (www.tvrls.com).

Government of India promoted PSEs to fulfill the social objectives since the time of the

first Prime Minister Jawahar Lal Nehru. As a result, reservation for socially and

educationally weaker sections of the society was introduced in public sector jobs. The

government has banned de-reservation of vacancies meant for the reserved categories

since 1989 and reservation for other backward classes were introduced in 1993. Now

PSEs are required to recruit up to 50% of their manpower from the reserved categories. In

the event of candidates from reserved categories not meeting the required standards,

reserved seats are filled after relaxing the standards (Naik, 1998). This is another reason

to concentrate more on training and development activities in PSEs and to provide proper

training and development opportunities to persons recruited on relaxed standards, so that

they can come up on par with the required standards.

In the year 2000, 11th Finance Commission emphasized that the second phase of

structural reforms should concentrate on the extensive restructuring of PSEs. This

restructuring should not only give PSEs the same benefits of autonomy and freedom as

the private sector, but also free them from the shackles of ministries from which they

originally emerged. In one of its recommendations, this Commission said that it a public

sector enterprise fails to demonstrate its sustainability and cannot come out of the zone of

chronic losses after five years of structurally reformed existence, it should be sold of at


whatever price it can fetch. This further emphasized the need for training and

development in PSEs to improve their performance. (Sudhman, 2000)

IMPORTANCE OF TRAINING AT TELECOM SECTOR

Telecom is one of the fastest growing sectors in India with a growth of 21% and revenue

of Rs 86,720 crore in the year 2006. The sector is expected to grow over 150% by 2012.

With increase in competition between the major players like BSNL, MTNL, Hutchison

Essar, BPL, Idea, Bharti Tele services, Tata, etc, the requirement for mobile analysts,

software engineers, and hardware engineers for mobile handsets has increased. However,

holding an engineering degree is not enough to survive in the Telecom Sector. There is

constant need of updating of knowledge, skills, and attitudes.

With this rapid growth in Telecom Sector, the need for trained professionals in bound to

rise and so is the training need. The total training market in Telecom Sector is estimated

to Rs 400 crore.

Many top players are spending a huge amount on training and development, for example

BSNL alone spends more than 100 crore on training and development of its employees

through the Advanced Level Telecommunications Training Centre (ALTTC) and 43


other regional training institutes. Reliance has also established Dhirubhai Ambani

Institute of Information and Communication Technology. In addition to that, Bharti has

also tied-up with IIT Delhi for the Bharti School of Telecommunication Technology and

Management.

With the increase in competition, availability of huge amount of information through

internet, magazines, newspapers, TV, etc, and increased awareness among customers, the

demand to impart proper training in non-technological areas like customer care and

marketing has increased too.

Rapid technological changes, network security threat, mobile application development,

growing IP deployment in the sector have brought back the training and development in

the priority catalog.

TRAINING AND DEVELOPMENT AT Bharat Sanchar Nigam Ltd (BSNL)

DoT-BSNL MoU: Training of minimum 20% BSNL officials-: BSNL has signed MoU

with DoT vide which at least 20% staff has to imparted training in 2006-07. To achieve

this, all BSNL units have been asked to fix the target to train 25% of their staff &

officers. The training report has to be compiled under various heads such as indu ction,

seminar, workshop, behavior & Attitudinal etc.

Computerized Training Management System at ALTTC: This system with online

nomination facility has been made operational after clearance by IT cell of BSNL. This

software eases the process of nomination by SSAs, Circles and other BSNL units, as it is

a paperless system with capability of online nomination & approval. A-circular and

approved nomination list are available online. Through online post training evaluation

module Trainees and their controlling officers can give their feedback regarding

effectiveness of the training. In the last two months many BSNL units have started

reaping the benefit of this system.


E-learning implementation: Keeping pace with technological changes, leveraging the

IT infrastructure, e-learning methodology is being put in place at major training centers

of BSNL.

JTO Induction program: BSNL corporate office has approved the JTO Induction

Training Structure & Syllabus vide its letter no 4-1/04/Trg dated 23/6/2006.

Field courses: It is always the endeavor of ALTTC to take all possible steps to meet the

training needs of BSNL family. Many times BSNL Circles have special need for

customized trainings. ATTC is always willing to conduct customized field

course/programs as per the need of BSNL field units. Circle HQ of field units may write

to CGM ALTTC for such requests. Summary of field programs conducted by ALTCC in

the last quarter is given for reference.

Training of all BSNL officials in Customer interface on GSM & Broadband: BSNL

Corporate office has directed ALTTC to conduct courses on training of trainers for all

RTTC/CTTC so that training on GSM & broadband is disseminated to all BSNL officials

working in positions of customer interface. The feature of this training is not just

technical inputs but also the focus on information from customer’s point of view. One

batch of trainers has already been trained in GSM & Broadband. Two more batches will

be trained soon.

Behavior and Attitude revitalization Training: BSNL corporate office has reiterated

its drive to train all BSNL executives in this program vide its letter 2-4/05-Trg dated

5/1/2006.

Panel of volunteers for posting in ALTTC, Ghaziabad, BRBRAITT, Jabalpur and

NATFM, Hyderabad: BSNL Corporate office has again sought applications of willing

officers having B.Tech & MBA qualification for -JAG/ DEs/ SDEs /TTS Group ‘B’ &

Group ‘A’ officers its letter NO.22-6/2005 - Trg Dated: 21.3.2006


Training Methods At Bharatiya Sanchar Nigam Ltd (BSNL)

a) Seminars & Workshops

The institute conducts seminars on the latest topics in new telecommunication

technologies. The institute also conducts workshops on important topics concerning DoT.

For the seminars and workshops luminaries from leading technical organisations and

academic institutions are called.

b ) Induction Training

The induction training is imparted in various disciplines for the newly recruited staff as a

pre-job training. The cadres for which the training is given in the training centre are

ADET (Probationers), Asstt. Manager (Probationers)(Telecom Factory) , Junior

Engineers (Telecom Factories) and Junior Accounts Officers.

c) Inservice Training

The purpose of inservice training is to give the necessary knowledge and know how

about the new systems/technologies inducted into the network from time to time. The

institute offers in-service training in latest technologies and techniques. JTO

specialization batches conducted are a part of in-service training. The courses are

monitored continuously and the utility of these in-service courses is assessed from time to


time and courses which are not in demand are weeded out and new courses are

introduced.

d) Field Training Programmes

Considering the need to update the knowledge and skills of the technical maintenance

personnel in specific disciplines of technology from time to time, a system of short-term

practical oriented training programmes has been developed by this institute. For

conducting these courses the trainers go to the field stations. These programmes called

Field Training Programmes (FTPs) are for a maximum of 5 days duration and conducted

with the help of the equipment available in the field. Besides training the lower staff on

job, this also helps the trainers getting acquainted with the day to day problems in the

field which can later be taken care of in the training modules being developed in the

Training Centre.

Infrastructure

In the main building all the administrative offices, class rooms and laboratories etc. are

housed. There are several faculties viz. Electronic Switching I (OCB - 283, E-10B),

Electronic Switching -II (C-DOT, ILT, NEAX), Radio Transmission, Transmission lines,

Telecom External Plant, Computer, ITMS. The technical faculties are supported by the

three sections namely Programming, Works and Administration.

There are 15 class rooms for lecture sessions fully equipped with facilities like

overhead/slide projectors.

There are 66 laboratories for practicals. They are equipped with a wide variety of latest

technology telecommunication equipments like OCB-283, E-10B, C-DOT 512P, ILT

512P, Digital Microwave, Optical Fibre, V-SAT, Digital UHF, EKB & EKBC, SFMS,

Local Area Network, Pentium/486 computers, Window based PC software , Commercial

service and other latest software.

The Support facilities for teaching/labs, available in the BRBRAITT are :

i) A big library having about 32189 books and 236 technical journals.


ii) A Video lab, equipped with sound proof studio, editing video and audio chain &

Computerised video animation.

iii) Instructional Technology (I.T.) lab fully equipped with micro teaching equipment like

Video Cameras, TV monitors, VCRs etc.

iv) Desk Top Publishing unit fully equipped with Computers, Laser Printers, Scanner,

where the text processing of course material / handouts is done.

v) A seminar hall with a capacity of about 40 participants fully equipped with P.A.

system, Video and Computer projector on a wide screen and slide/tape projector.

vi) Screening room with facility for projecting 16 mm films and video films with a

capacity of 25 audience.

vii) An Audio Visual hall for bigger gatherings upto 200 persons for A/V programmes

and cultural functions.

TRAINING FACILITIES

The institute plays a key role in human resource development for telecom services. To

make the training effective, a good infrastructure of well equipped laboratories with

experienced teaching staff has been provided. The equipments are in live condition and

the trainees are free to handle the same to have clear concepts about the working of the

system. It is always endeavoured that the personnel trained should gain such knowledge

and skill that they are in a position to install, operate and maintain the systems without

any difficulty after completion of the training.


Keeping in view the rapid development in telecom technologies throughout the world,

new labs are being added to the training centre. These are installed and commissioned by

the faculty members. Each lab is maintained by a S.D.E. with the help of J.T.Os.

TRAINING PLANNING

The training opportunities outlined here allow you and your subordinates to develop

knowledge and skills which are consistent with departmental goals and career plans. As

individual training needs are identified, the subordinate should be an integral part of the

planning process.

As a preliminary step in planning a complete training program, you should seek answers

to the following questions.

What are the job requirements ?

What past training, job experience and/or education contributes to job performance ?

What performance deficiencies or problems could be attributed to a lack of knowledge

and / or skills ?

What related job functions would be useful to know ?

In what areas is knowledge needed in order to develop potential for future assignments ?


Answers to these questions should provide you with sufficient information to identify

training requirements. As part of the planning process, you should perform the following

activities :

Step 1 : Identify the areas in which training is needed.

Step 2 : Determine which courses address those needs.

Step 3 : Determine pre-requisites and ensure that they are met.

Step 4 : Map out the appropriate sequence of courses to be taken.

Step 5 : Document training planned and scheduled.

Step 6 : Schedule of training.

REGISTRATION PROCEDURE FOR THE COURSES

The Course Directory 1999 gives the necessary information about the various training

courses planned to be conducted in the different RTTCs & BRBRAITT Jabalpur.

The HRD officers of the Telecom Circles are requested to assess the training needs of

their circles and submit to this office the consolidated requirements of seats for each

course, for the entire year 1999 with specific remarks that how many candidates can be

spared at a time for each batch. The requirement of seats from your Circle must reach this

office before 31.12.98 if not submitted earlier.

Requirements received from subordinate Units/Minor Telecom District/SSAs of your

Circle will not be considered for allotment.

Seats are allotted to your Circle for each course through separate allotment orders called

'A' Circular which are normally released three months in advance to the actual dates of

commencement of each batch. You may depute the participants for the respective courses


after the fulfillment of various conditions as laid down in the allotment orders and

confirmation of the nomination in 'B' Circular.

For trainees from other Departments and organisations in non DOT a fee of

Rs. 10,950/- per trainee per week excluding boarding and lodging shall be charged. The

lodging charges are Rs. 100/- to 200/- per bed per day & are likely to be revised. For

foreign trainees a fee of U.S. Dollar 650 (six hundred fifty U.S. Dollar only) per trainee

per week excluding boarding and lodging shall be charged. For boarding and lodging

charging will be done separately. In addition charges for study tours outside Jabalpur are

also payable. (The above rates are under revision and latest rates may be checked at the

time of nomination of candidates).

LOCATION OF REGIONAL TELECOM TRAINING CENTRES OF BSNL

Ahmedabad Bhubaneshwar Chennai

Guwahati Hyderabad Jaipur

Kalyani Lucknow Mysore

Nagpur Patna Pune

RajpuraThiruvanathapura

m

LOCATION OF CIRCLE TELECOM TRAINING CENTRES OF BSNL

Ahmedabad Bhopal Bhubaneshwar


Calcutta Chennai Guwahati

Jaipur Jammu Kakinada

Kurukshetra Lucknow Mysore

Meerut Nasik Patna

Rajpura Shillong Sunder Nagar

Thiruvanantpuram

LOCATION OF DISTRICT TELECOM TRAINING CENTRES OF BSNL

Ahmedabad Bangalore Calcutta

Chhenai Hyderabad Pune

NEED FOR THE STUDY


i. For the organizational viability & transformation process the organization has to

train its employees to impart specific skills & knowledge in order to contribute to

organizational efficiency & to cope with the changing environment.

ii. For the organizational complexity which occurs because of the increased

mechanization & automation manufacturing the products & by-products or

dealing in services of diversified lines extension of operations to various regions

& overseas countries. This creates a complex problem & this situation calls for

training in the skills of coordination, integration, & adaptability to the

requirement of growth, diversification & expansion.

iii. Training is necessary when existing employees are promoted to higher level in the

organization or when there is some new job due to transfer. It is also necessary to

equip the old employees with the new techniques or technology & advanced

disciplines.

iv. It is necessary for maintaining human relation besides maintaining sound

industrial relations & also to deal with the human problems.

Title of the project: A study on “Effectiveness of Training and Development” in

Public Sector - BSNL Belgaum”


Statement of the problem: The study is conducted to find out the overall impact of

training and development on the job performance of employees working in different

cadre groups in each department.

Purpose of the study: The main purpose is to know the effectiveness of training in

relation to the job performance of employees and to reduce the resisting forces in

employees to new technological advancement.

Scope of the study: The scope of the study is restricted to the employees working in

different cadre groups in each of the department in the organization - BSNL Belgaum.

Objectives:

1. To find out the relevance of training and development in achieving goals of the

organization.

2. The basis on which the training is planned and scheduled.

3. To study the different methods of training at BSNL

4. To find out whether the training activities is aligned with overall goals of the

organization

5. To study the relationship between performance and training

Research methodology.


According to this study investigation was conducted for some definite purpose with the

help of a structural & personal interview to gather primary information as much as

possible than the most appropriate research design for the study is descriptive research

design.

The study is an evaluative & diagnostic attempt to discover empirically the nature of

relationship between performance appraisal and training and development within the

extensively draw domain of the problem of the question.

Following are the steps in the research design.

Sampling Plan

Sampling frame: the respondents are the employees of the public

sector –Bharat Sanchar Nigam Ltd (BSNL) Belgaum SSA.

Sampling unit: the sampling unit is an individual employee of all the

departments of the organization – Bharat Sanchar Nigam Ltd(BSNL)

Sample size: sample size taken for this study is 100 employees

covering all the departments of the organization.

Area covered


For this survey I have covered all the departments of the organization - BSNL Belgaum.

Following are the number and name of departments.

Sl no Department No. of employees

1 Planning 20

2 Administration 20

3 Operations 20

4 Accounts 20

5 HRD 20

Total 100

Methodology:

A list of questions was prepared by me under the guidance of my mentor.

Following were the steps in my study.

1. Questionnaire: a questionnaire was served to all the employees asking their

opinion about the effectives of training and development programs at BSNL.

2. Personal interview: a face-to-face talk is carried out with the employees where I

asked several employees about their feelings and opinions on various aspects of

their jobs and organization.

3. Company data and reports: certain reports from the HRD department provided the

information as to the total no of employees, schedule of training programs,

number of persons attending it and other such things, which indicated the

employee performance on the job after attending these training programs.

Data collection:


To produce a reliable questionnaire both primary and secondary information was used.

Primary data is the first hand information; the questionnaire was prepared by me under

the guidance of the mentor wherein I used likert five-point scale and closed ended

questions for measuring attitudes of the employees for my study.

The questionnaire comprised 12 questions which covered all the aspects of measuring

“the effectiveness of training and development”.

PRIMARY DATA

An instrument is used to collect the required information from the employees and also

interact the employees personally.

Primary data helps us in making observation of employee’s behaviors, talk gestures

which helped me in identifying any the attitude of employees towards the training

program and the effectiveness of the training program in the organization.

SECONDARY DATA

It was collected from the website of the company, and the compaby personnel, certain

reports from the HR department. The research also took the help of the books and

journal.

Both primary and secondary data served the purpose in measuring the effectiveness of

training and development at BSNL. Both are equally essential for any type ofsurvey.

DATA ANALYSIS

Statistical tool:


Correlation test

Frequency test

Statistical package

SPSS software

Procedure for Analysis

Administering questionnaire to all the employees

Analyze the rating of employees using the statistical tool (spss software)

(i) simple frequency test(mean & standard deviation)

(ii) correlation

Interpretation of analyzed information

Limitations of the study:

1. Due to restriction to enter into some of the departments at BSNL I could not cover

some of the aspects required for my study.

2. Interaction with the company executive was limited due to their busy schedule.

3. The information collected is mainly primary data and the accuracy is subject to

the responses received.

.

Theoretical aspects of Training and Development


It is a learning process that involves the acquisition of knowledge, sharpening of skills,

concepts, rules, or changing of attitudes and behaviours to enhance the performance of

employees.

Training is an organized procedure which brings about semi-permanent changes in

behavior, for a definite purpose. The three main areas involved are skills, knowledge and

attitudes (sometimes called social skills) but always with a definite purpose in mind.

Training also helps a person cultivate appropriate and desired behavior and attitude

towards the work and people.

Training is a process through which a person enhances and develops his efficiency,

capacity and effectiveness at work by improving and updating his knowledge and

understanding the relevant skills relevant to his or her job.

Unless training is provided, the jobs and lives of employees in organizations are at stake.

Training is activity leading to skilled behavior.

• It’s not what you want in life, but it’s knowing how to reach it

• It’s not where you want to go, but it’s knowing how to get there

• It’s not how high you want to rise, but it’s knowing how to take off

• It may not be quite the outcome you were aiming for, but it will be an outcome

• It’s not what you dream of doing, but it’s having the knowledge to do it

• It's not a set of goals, but it’s more like a vision

• It’s not the goal you set, but it’s what you need to achieve it


Training is about knowing where you stand (no matter how good or bad the current

situation looks) at present, and where you will be after some point of time.

Training is about the acquisition of knowledge, skills, and abilities (KSA) through

professional development.

OBJECTIVES OF TRAINING:

Preparing both the old & new employees to meet the present as well

as the changing requirements of the job & the organization.

Preventing obsolescence.

Preparing employees for the higher-level tasks.

Ensuring smooth & efficient working of the department.

Ensuring economical output of the required quality.

Imparting knowledge & skills for new entrants.

Induction

Updating

Preparing for future assignments

Competency development

CLASSIFICATION OF TRAINING:


There are a number of training methods available; Use of a particular method

depends on the type of trainees viz. worker, supervisor and manager. Basically these

methods can be classified into following categories:

1.Induction training:

Here, training is given to newly joined employees. The main objective of this

training is to give an idea to the employee about the particular work. It is concerned with

orienting a new employee to a new environment.

2.On-the-job training:

Here, the individual is placed on a regular job and taught the skills necessary to

perform that job. The trainee learns under the supervision and guidance of a qualified

worker or instructor. It gives first hand knowledge and experience under the actual

working conditions.

3.Apprenticeship training:

Apprenticeship training is normally given to artisans, electricians, plumbers and a

like. The duration is mainly 6 months to 2 years; this is carried out under the guidance

and intimate supervision of master craftsman, expert worker and supervisor. During

training period the trainee is paid less than that of a qualified worker.

4.Job Rotation:

This involves the movement of the trainee from one job to another. The trainee

receives job knowledge and gains experience from his supervisor or trainer in each of the

different job assignments. This method gives an opportunity to the trainee to

understand the problems of employees on other jobs.

5.Coaching:

The trainee is placed under a particular supervisor who functions as a coach in

training the individuals. The supervisor provides feedback to the trainee on his


performance and offers him some suggestions for improvements. But the trainee may not

have the freedom or opportunity to express his own ideas.

6.Job Instruction:

This method is also known as training through step by step. The trainer explains

to the trainee the way of doing the jobs, job knowledge and skills and allows him to do

the job. The trainer appraises the performance of the trainee, provides feedback

information and corrects the trainee.

7.Committee Assignments:

A group of trainees are given and asked to solve an actual organizational problem.

The trainees solve the problem jointly. It develops teamwork.

8.Off the job training:

The trainee is separated from the job situation and his attention is focused upon

learning the material related to his future job performance. Since the trainee is not

distracted by job requirements, he can place his entire concentration on learning the job

rather than spending his time in performing it. There is an opportunity for freedom of

expression for the trainees.

9.Vestibule training:

Actual work conditions are simulated in the classroom. Material, files and

equipments, which are used in actual job performance, are also used in training. This

type of training is commonly used for training personal for clerical and semi-skilled jobs.

Theory can be related to practice in this method.

10.Role-playing:

It is a method of human interactions that involves realistic behavior in imaginary

situations. This method of training involves certain characters. This method is mostly

used for developing inter-personal interactions and relations.

11.Lecture Method:

The instructor organizes the material and gives it to a group of trainees in the

form of a talk. To be effective, the lecture must motivate and create interest among the


trainees. This method is direct and can be used for a large group of trainees. Costs and

time involved are reduced.

12.Conference or discussion:

This method involves a group of people who pose ideas, examine and share facts,

ideas and data, test assumptions and draw conclusions, which contribute to the

improvement of job performance.

13.Programmed instruction:

The subject matter to be learned is presented in a series of carefully planned

sequential units. These units are arranged from simple to more complex levels of

instruction. The trainee goes through these units by answering questions or filling the

blanks.

14.Internship Training:

Here, the organization makes arrangements with technical institutes to get its

employees duly trained in the latest theoretical knowledge and other developments

relating to trade, this training is provided to the employee in such a way as to bring

balance between theory and practice.

15.Professional skill training:

Here, training is given to Professional staff such as Accountants, Surveyors,

Auditors, and Architects etc. Organization provides this training to newly joined

professionals to gain the professional qualification and it is also given to the existing

professionals.

HOW TO MAKE TRAINING EFFECTIVE:


Determine the training needs through job description, performance appraisal,

potential appraisal and discussion with employees.

Prepare a training calendar in discussion with the managers concerned.

Define the training objectives specifically.

Select the efficient faculty

FACTORS INFLUENCING TRAINING AND DEVELOPMENT:

Top management support

Commitment from specialists and generalists

Technological advances

Organizational complexity

Learning principles

Difference between Training and Development

Training Development


1. Training is often referred to as importing specific skills.

2. The focus is on improvement in performance after training.

3. The impact of training be experienced and assessed by the organization.

4. Usually, administrative, supervisory and technical workforce may be exposed to training program.

1. Development on the other hand is often focused at overall development of personality.

2. 2.They focus on aspects like leadership skills, managing teams, problem solving, decision making , people skills, time management, etc.

Models of Training and Development

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

A System is a combination of things or parts that must work together to perform a

particular function. An organization is a system and training is a sub system of the

organization. The System Approach views training as a sub system of an organization.

System Approach can be used to examine broad issues like objectives, functions, and

aim. It establishes a logical relationship between the sequential stages in the process of

training need analysis (TNA), formulating, delivering, and evaluating. There are 4

necessary inputs i.e. technology, man, material, time required in every system to produce

products or services. And every system must have some output from these inputs in order

to survive. The output can be tangible or intangible depending upon the organization’s

requirement. A system approach to training is planned creation of training program. This

approach uses step-by-step procedures to solve the problems. Under systematic approach,

training is undertaken on planned basis. Out of this planned effort, one such basic model

of five steps is system model that is explained below. Organization are working in open


environment i.e. there are some internal and external forces, that poses threats and

opportunities, therefore, trainers need to be aware of these forces which may impact on

the content, form, and conduct of the training efforts. The internal forces are the various

demands of the organization for a better learning environment; need to be up to date with

the latest technologies.

The three model of training are:

1.System Model

2.Instructional System Development Model

3. Transitional model

SYSTEM MODEL

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.


Instructional System Development Model (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 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.

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 executed.

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.

TYPICAL REASONS FOR EMPLOYEE TRAINING AND

DEVELOPMENT

Training and development can be initiated for a variety of reasons for an employee or

group of employees, e.g.,:

When a performance appraisal indicates performance improvement is needed

To "benchmark" the status of improvement so far in a performance improvement

effort

As part of an overall professional development program

As part of succession planning to help an employee be eligible for a planned

change in role in the organization

To "pilot", or test, the operation of a new performance management system

To train about a specific topic.

TYPICAL TOPICS OF EMPLOYEE TRAINING

1. Communications: The increasing diversity of today's workforce brings a wide

variety of languages and customs.

2. Computer skills: Computer skills are becoming a necessity for conducting

administrative and office tasks.


3. Customer service: Increased competition in today's global marketplace makes it

critical that employees understand and meet the needs of customers.

4. Diversity: Diversity training usually includes explanation about how people have

different perspectives and views, and includes techniques to value diversity

5. Ethics: Today's society has increasing expectations about corporate social

responsibility. Also, today's diverse workforce brings a wide variety of values and

morals to the workplace.

6. Human relations: The increased stresses of today's workplace can include

misunderstandings and conflict. Training can people to get along in the

workplace.

7. Quality initiatives: Initiatives such as Total Quality Management, Quality

Circles, benchmarking, etc., require basic training about quality concepts,

guidelines and standards for quality, etc.

8. Safety: Safety training is critical where working with heavy equipment ,

hazardous chemicals, repetitive activities, etc., but can also be useful with

practical advice for avoiding assaults, etc.

9. Sexual harassment: Sexual harassment training usually includes careful

description of the organization's policies about sexual harassment, especially

about what are inappropriate behaviors.

GENERAL BENEFITS FROM EMPLOYEE TRAINING AND

DEVELOPMENT


There are numerous sources of online information about training and development.

Several of these sites (they're listed later on in this library) suggest reasons for

supervisors to conduct training among employees. These reasons include:

Increased job satisfaction and morale among employees

Increased employee motivation

Increased efficiencies in processes, resulting in financial gain

Increased capacity to adopt new technologies and methods

Increased innovation in strategies and products

Reduced employee turnover

Enhanced company image, e.g., conducting ethics training (not a good reason for

ethics training!)

Risk management, e.g., training about sexual harassment, diversity.


THE PROCESS OF TRAININ AND DEVELOPMENT



INDUSTRY PROFILE


Bharat Sanchar Nigam Limited (BSNL)

Bharat Sanchar Nigam Limited (known as BSNL, India Communications Corporation

Limited) is a public sector communications company in India. It is the largest

telecommunication company in India and the sixth largest in the world[citation needed]. Its

headquarters are at Bharat Sanchar Bhawan, Harish Chandra Mathur Lane, Janpath, New

Delhi. It has the status of Mini-ratana - a status assigned to reputed Public Sector

companies in India.

BSNL is India's oldest and largest Communication Service Provider (CSP). Currently

BSNL has a customer base of 65.3 million (Basic & Mobile telephony). It has footprints

throughout India except for the metropolitan cities of Mumbai and New Delhi which are

managed by MTNL. As on July 31, 2007 BSNL commanded a customer base of 32.7

million Wireline, 3.7 million CDMA-WLL and 28.9 million GSM Mobile subscribers.

BSNL's earnings for the Financial Year ending March 31, 2007 stood at INR 397.15b

(US$ 9.67 b) with net profit of INR 78.06b (US$ 1.90 billion). Today, BSNL is India's

largest Telco and one of the largest Public Sector Undertaking of the country with

authorized share capital of US$ 4.26 billion (INR 17,500 Crores) and assets of US$ 14.74

billion.

The foundation of Telecom Network in India was laid by the British sometime in 19th

century. The history of BSNL is linked with the beginning of Telecom in India. In 19th

century and for almost entire 20th century, the Telecom in India was operated as a

Government of India wing. Earlier it was part of erstwhile Post & Telegraph Department

(P&T). In 1975 the Department of Telecom (DoT) was separated from P&T. DoT was

responsible for running of Telecom services in entire country until 1985 when Mahanagar

Telephone Nigam Limited (MTNL) was carved out of DoT to run the telecom services of

Delhi and Mumbai. It is a well known fact that BSNL was carved out of Department of

Telecom to provide level playing field to private telecoms.Subsequently in 1990s the

telecom sector was opened up by the Government for Private investment, therefore it


became necessary to separate the Government's policy wing from Operations wing. The

Government of India corporatised the operations wing of DoT on October 01, 2000 and

named it as Bharat Sanchar Nigam Limited (BSNL).BSNL operates as a public sector.

Employment at BSNL

BSNL's employee base comprises of more than 3,57,000 telecom engineers and

professionals.

BSNL's Work Culture

Teamwork, leadership, motivation, etc. are the management principles followed at

BSNL. The entire staff is divided in four groups.

Board of Directors

BOD of BSNL consists of 6 members.

Employee distribution at BSNL


Key Players In Indian Telecom Industry:

1) Reliance Communications Limited

2) Bharti Airtel Limited

3) BSNL

4) MTNL

5) Hutchison Essar

6) Ericsson

7) Nokia

8) Siemens Communications

9) Idea Cellular Limited

10) Tata Teleservices


CHALLENGES

During Financial Year 2006-2007 (From April 01, 2006 to March 31, 2007) BSNL has

added 9.6 million new customers in various telephone services taking its customer base to

64.8 million. BSNL's nearest competitor Bharti Airtel is standing at a customer base of

39 million. However, despite impressive growth shown by BSNL in recent times, the

Fixed line customer base of BSNL is declining. In order to woo back its fixed-line

customers BSNL has brought down long distance calling rate under OneIndia plan,

however, the success of the scheme is not known. However, BSNL faces bleak fiscal

2006-2007 as users flee, which has been accepted by the CMD BSNL.

Presently there is an intense competition in Indian Telecom sector and various Telcos are

rolling out attractive schemes and are providing good customer services. However, BSNL

being legacy operator and its conversion from a Government Department, earns lot of

criticism for its poor customer service. Although in recent past there have been

tremendous improvement in working of BSNL but still it is much below the Industry's

Expectations. A large aging (average age 49 years(appx)) workforce (300,000 strong),

which is mostly semi-illetrate or illeterate is the main reason for the poor customer

service. Further, the Top management of BSNL is still working in BSNL on deputation

basis holding Government employee status thus having little commitment to the

organisation. Although in coming years the retirement profile of the workforce is very

fast and around 25% of existing workforce will retire by 2010, however, still the

workforce will be quite large by the industry standards. Quality of the workforce will also

remain an issue.

Access Deficit Charges (ADC, a levy being paid by the private operators to BSNL for

provide service in non-lucarative areas especially rural areas) has been slashed by 37%

by TRAI, w.e.f. April 01, 2007.The reduction in ADC may hit the bottomlines of BSNL.



BSNL is in the process of commissioning of a world class, multi-gigabit, multi-protocol,

convergent IP infrastructure through National Internet Backbone-II (NIB-II), that will

provide convergent services through the same backbone and broadband access network.

The Broadband service will be available on DSL technology (on the same copper cable

that is used for connecting telephone), on a countrywide basis spanning 198 cities.

In terms of infrastructure for broadband services NIB-II would put India at par with more

advanced nations. The services that would be supported includes always-on broadband

access to the Internet for residential and business customers, Content based services,

Video multicasting, Video-on-demand and Interactive gaming, Audio and Video

conferencing, IP Telephony, Distance learning, Messaging: plain and feature rich, Multi-

site MPLS VPNs with Quality of Service (QoS) guarantees. The subscribe will be able to

access the above services through Subscriber Service Selection System (SSSS) portal.

Key Objectives

To provide high speed Internet connectivity (upto 8 Mbps)

• To provide Virtual Private Network (VPN) service to the broadband customers

• To provide dial VPN service to MPLS VPN customers.

• To provide multicast video services, video-on-demand, etc. through the

Broadband Remote Access Server (BRAS).

• To provide a means to bill for the aforesaid services by either time-based or

volume-based billing. It shall provide the customer with the option to select the

services through web server

• To provide both pre-paid and post paid broadband services


Technical Capability of the Backbone

The Broadband Service will be given through the state of the art Multi Protocol

Label Switching (MPLS) based IP Infrastructure, which is designed to provide reliable

routes to cover all possible destinations within and outside the country. Layer 1 of the

network will consist of a high speed Backbone comprising of 24 powerful Core Routers

connected with high speed 2.5 Gbps(STM-16) links. The routers are located on the

national DWDM network interfacing at STM-16 optical level to provide for high

transmission speeds.

Advantage of MPLS over other Technologies

MPLS VPN is a technology that allows a service provider like BSNL to have

complete control over parameters that are critical to offering its customers service

guarantees with regard to bandwidth throughputs, latencies and availability.

Services available through Broadband

• High speed Internet Access: This is the always-on Internet access service with

speed ranging from 256 kbps to 8 Mbps.

• Bandwidth on Demand: This will facilitate customer to change bandwidth as per

his / her requirement. For example a customer with 256 kbps can change to 1

Mbps during the video Conferencing session.

• Multicasting: This is to provide video multicast services for application in

distance education, telemedicine etc

• Dial VPN Service: This service allows remote users to access their private

network securely over the NIB-II infrastructure.

• Video and Audio Conferencing:

• Content based Services: Like Video on Demand, Interactive Gaming, Live and

time shifted TV


Services Provided By Bharat Sanchar Nigam Ltd (BSNL)

BSNL LANDLINE

PHONE PLUS SERVICE

NEW TELEPHONE CONNECTION

PERMANENT CONNECTION

CONCESSION IN RENTALS

SHIFT OF TELEPHONE

TRANSFER OF TELEPHONE

TELEPHONE TARIFF

BSNL MOBILE

POSTPAID

PREPAID

UNIFIED MESSAGING

GPRS/WAP/MMS

DEMOs

TARIFF

SMS & BULK SMS

http://www.netone.in/../service/sms.htm

http://www.netone.in/../service/mobile_tariff.htm

http://www.netone.in/../service/mobile_demos.htm

http://www.netone.in/../service/mobile_gprs_wap.htm

http://www.netone.in/../service/mobile_ums.htm

http://www.netone.in/../service/mobile_excel.htm

http://www.netone.in/../service/mobile_cellone.htm

http://www.netone.in/../service/mobile.htm

http://www.netone.in/../service/tele_tariff.htm

http://www.netone.in/../service/transfer.htm

http://www.netone.in/../service/shift.htm

http://www.netone.in/../service/telephone_concesstion.htm

http://www.netone.in/../service/permanent.htm

http://www.netone.in/../service/telephone_new.htm

http://www.netone.in/../service/plus.htm

http://www.netone.in/../service/telephone.htm


INTERNET SERVICES

NETWORK

BROADBAND

TYPES OF ACCESS

WI-FI

CO-LOCATION SERVICE

BSNL WEB HOSTING

INTERNET TARIFF

DIAL UP INTERNET

SMS& BULK SMS

BSNL BROADBAN D

REGISTER ONLINE

TARIFF

FAQ

CHECK USAGE

BSNL MPLS-VPN

ISDN

ISDN

TARIFF

http://www.netone.in/../service/isdn_tariff.htm

http://www.netone.in/../service/isdn.htm

http://www.netone.in/../service/isdn.htm

http://www.netone.in/../service/mplsvpn.htm

http://www.dataone.in/

http://www.netone.in/../faq/faqans.php?paramCategory=Broadband

http://www.netone.in/../service/dataone_tariff.htm

http://www.netone.in/../service/dataoneform.php

http://www.netone.in/../service/dataone.htm

http://www.netone.in/../service/sms.html

http://www.sancharnet.in/

http://www.netone.in/../service/internet_tariff_home.htm

http://www.netone.in/../service/webhosting.htm

http://www.netone.in/../service/web-colocation.htm

http://www.netone.in/../service/internet_wifi.htm

http://www.netone.in/../service/internet_typeofaccess.htm

http://www.netone.in/../service/dataone.htm

http://www.netone.in/../service/internet_network.htm

http://www.netone.in/../service/internet.htm


ANALYSIS AND INTERPRETATION


Correlations

1.000 .172 .284** .275* .079 .291* .402** .315* .141 .055 .098

. .088 .004 .028 .537 .020 .001 .011 .268 .663 .443

100 100 100 64 64 64 64 64 64 64 64

.172 1.000 .252* .280* -.037 -.141 .209 .044 .077 .129 .164

.088 . .011 .025 .773 .267 .098 .730 .545 .310 .196

100 100 100 64 64 64 64 64 64 64 64

.284** .252* 1.000 .365** .434** .512** .427** .378** .357** .456** .293*

.004 .011 . .003 .000 .000 .000 .002 .004 .000 .019

100 100 100 64 64 64 64 64 64 64 64

.275* .280* .365** 1.000 .299* .386** .349** .066 .195 .230 -.026

.028 .025 .003 . .017 .002 .005 .606 .122 .067 .841

64 64 64 64 64 64 64 64 64 64 64

.079 -.037 .434** .299* 1.000 .300* .227 .441** .137 .344** .215

.537 .773 .000 .017 . .016 .072 .000 .280 .005 .088

64 64 64 64 64 64 64 64 64 64 64

.291* -.141 .512** .386** .300* 1.000 .360** .361** .441** .424** -.050

.020 .267 .000 .002 .016 . .003 .003 .000 .000 .696

64 64 64 64 64 64 64 64 64 64 64

.402** .209 .427** .349** .227 .360** 1.000 .522** .629** .440** .298*

.001 .098 .000 .005 .072 .003 . .000 .000 .000 .017

64 64 64 64 64 64 64 64 64 64 64

.315* .044 .378** .066 .441** .361** .522** 1.000 .507** .483** .396**

.011 .730 .002 .606 .000 .003 .000 . .000 .000 .001

64 64 64 64 64 64 64 64 64 64 64

.141 .077 .357** .195 .137 .441** .629** .507** 1.000 .640** .125

.268 .545 .004 .122 .280 .000 .000 .000 . .000 .327

64 64 64 64 64 64 64 64 64 64 64

.055 .129 .456** .230 .344** .424** .440** .483** .640** 1.000 .276*

.663 .310 .000 .067 .005 .000 .000 .000 .000 . .027

64 64 64 64 64 64 64 64 64 64 64

.098 .164 .293* -.026 .215 -.050 .298* .396** .125 .276* 1.000

.443 .196 .019 .841 .088 .696 .017 .001 .327 .027 .

64 64 64 64 64 64 64 64 64 64 64

.228 .002 .490** .219 .369** .535** .320* .423** .350** .548** .372**

.070 .987 .000 .083 .003 .000 .010 .000 .005 .000 .002

64 64 64 64 64 64 64 64 64 64 64

Pearson Correlation

Sig. (2-tailed)

N

Pearson Correlation

Sig. (2-tailed)

N

Pearson Correlation

Sig. (2-tailed)

N

Pearson Correlation

Sig. (2-tailed)

N

Pearson Correlation

Sig. (2-tailed)

N

Pearson Correlation

Sig. (2-tailed)

N

Pearson Correlation

Sig. (2-tailed)

N

Pearson Correlation

Sig. (2-tailed)

N

Pearson Correlation

Sig. (2-tailed)

N

Pearson Correlation

Sig. (2-tailed)

N

Pearson Correlation

Sig. (2-tailed)

N

Pearson Correlation

Sig. (2-tailed)

N

Training helps to increaseproductivity & achieve orggoal

Training programs arewell planned

Training Program are ofsufficient duration

Training is periodicallyevaluated & improved

Training Programemphasis on managerial& technical capabilities

Training is givenadequate importance

Employees aresponsored for trainigprograms

Sponsored employeestake training seriously

Employees participationin determining trainingneeds

Ehe quality of training isexcellent

External training programare well examined

Training program is welldesigned & widely shared

Traininghelps toincrease

productivity &achieve org

goal

Trainingprograms arewell planned

TrainingProgram areof sufficient

duration

Training isperiodicallyevaluated &

improved

TrainingProgram

emphasis onmanagerial &

technicalcapabilities

Training isgiven

adequateimportance

Employeesare

sponsoredfor trainigprograms

Sponsoredemployees

take trainingseriously

Employeesparticipation

in determiningtraining needs

Ehe qualityof training

is excellent

Externaltrainingprogramare well

examined

Correlation is significant at the 0.01 level (2-tailed).**.

Correlation is significant at the 0.05 level (2-tailed).*.

Interpretation: the correlation test is used to link one factor with all the other factors in


order to know which the most significant factor and which factor is most positively

correlated to each other. and helps us to decide on the factors which are important in

designing the training program

Pearson correlation was effective for my study as the study made use of the nominal

scale in the questionnaire.

in the above correlation table the point at which the row and column intersects and

there is an star mark, that factor is the most significant factor. if there is one star sign that

factor is positively correlated at 0.01 level of significance and when there is 2 star marks

that factor is positively correlated at 0.05 level of significance.

This table gives us the clear idea about the important factors that are essential for

effective training and development programs. when the rows and columns intersect and it

has a negative sign those factors cannot be correlated at all or those factors are not at all

significant.

Therefore we can clearly make out from the above table the significant and not so

significant factors in the correlation table.


Training helps to increase productivity & achieve org goal

33 33.0 33.0 33.0

67 67.0 67.0 100.0

100 100.0 100.0

somewhat agree

strongly agree

Total

ValidFrequency Percent Valid Percent

CumulativePercent

Training helps to increase productivity

Training helps to increase productivity & achieve org goal

strongly agreesomewhat agree

Pe

rce

nt

70

60

50

40

30

20

10

0


Training programs are well planned

8 8.0 8.0 8.0

3 3.0 3.0 11.0

21 21.0 21.0 32.0

68 68.0 68.0 100.0

100 100.0 100.0

somewhat disagree

neither agree nordisagree

somewhat agree

strongly agree

Total


CumulativePercent



strongly agree

somewhat agree

neither agree nor di

somewhat disagree

Pe

rce

nt

80

60

40

20

0


Training Program are of sufficient duration

5 5.0 5.0 5.0

6 6.0 6.0 11.0

51 51.0 51.0 62.0

38 38.0 38.0 100.0

100 100.0 100.0

somewhat disagree


somewhat agree

strongly agree

Total


CumulativePercent



strongly agree

somewhat agree


somewhat disagree

Pe

rce

nt

60

50

40

30

20

10

0


Training is periodically evaluated & improved

8 8.0 12.5 12.5

39 39.0 60.9 73.4

17 17.0 26.6 100.0

64 64.0 100.0

36 36.0

100 100.0


somewhat agree

strongly agree

Total

Valid

SystemMissing

Total

Frequency Percent Valid PercentCumulative

Percent



strongly agreesomewhat agreeneither agree nor di

Pe

rce

nt

70

60

50

40

30

20

10

0


Training Program emphasis on managerial & technical capabilities

1 1.0 1.6 1.6

2 2.0 3.1 4.7

22 22.0 34.4 39.1

39 39.0 60.9 100.0

64 64.0 100.0

36 36.0

100 100.0

strongly disagree


somewhat agree

strongly agree

Total

Valid

SystemMissing

Total


Percent

emphasis on technical and managerial skills

Training Program emphasis on managerial & technical capabilities

strongly agree

somewhat agree


strongly disagree

Pe

rce

nt

70

60

50

40

30

20

10

0


Training is given adequate importance

4 4.0 6.3 6.3

5 5.0 7.8 14.1

26 26.0 40.6 54.7

29 29.0 45.3 100.0

64 64.0 100.0

36 36.0

100 100.0

somewhat disagree


somewhat agree

strongly agree

Total

Valid

SystemMissing

Total


Percent



strongly agree

somewhat agree


somewhat disagree

Pe

rce

nt

50

40

30

20

10

0


Employees are sponsored for trainig programs

4 4.0 6.3 6.3

5 5.0 7.8 14.1

38 38.0 59.4 73.4

17 17.0 26.6 100.0

64 64.0 100.0

36 36.0

100 100.0

somewhat disagree


somewhat agree

strongly agree

Total

Valid

SystemMissing

Total


Percent

Employees are sponsored for training programs

Employees are sponsored for trainig programs

strongly agree

somewhat agree


somewhat disagree

Pe

rce

nt

70

60

50

40

30

20

10

0


Sponsored employees take training seriously

1 1.0 1.6 1.6

2 2.0 3.1 4.7

8 8.0 12.5 17.2

32 32.0 50.0 67.2

21 21.0 32.8 100.0

64 64.0 100.0

36 36.0

100 100.0

strongly disagree

somewhat disagree


somewhat agree

strongly agree

Total

Valid

SystemMissing

Total


Percent



strongly agree

somewhat agree


somewhat disagree

strongly disagree

Pe

rce

nt

60

50

40

30

20

10

0


Employees participation in determining training needs

2 2.0 3.1 3.1

7 7.0 10.9 14.1

8 8.0 12.5 26.6

36 36.0 56.3 82.8

11 11.0 17.2 100.0

64 64.0 100.0

36 36.0

100 100.0

strongly disagree

somewhat disagree


somewhat agree

strongly agree

Total

Valid

SystemMissing

Total


Percent

Employees determine training needs

Employees participation in determining training needs

strongly agree

somewhat agree


somewhat disagree

strongly disagree

Pe

rce

nt

60

50

40

30

20

10

0


The quality of training is excellent

5 5.0 7.8 7.8

16 16.0 25.0 32.8

43 43.0 67.2 100.0

64 64.0 100.0

36 36.0

100 100.0


somewhat agree

strongly agree

Total

Valid

SystemMissing

Total


Percent

The quality of training is excellent

Ehe quality of training is excellent

strongly agreesomewhat agreeneither agree nor di

Pe

rce

nt

80

70

60

50

40

30

20

10

0


External training program are well examined

1 1.0 1.6 1.6

14 14.0 21.9 23.4

20 20.0 31.3 54.7

29 29.0 45.3 100.0

64 64.0 100.0

36 36.0

100 100.0

somewhat disagree


somewhat agree

strongly agree

Total

Valid

SystemMissing

Total


Percent



strongly agree

somewhat agree


somewhat disagree

Pe

rce

nt

50

40

30

20

10

0


Training program is well designed & widely shared

1 1.0 1.6 1.6

4 4.0 6.3 7.8

16 16.0 25.0 32.8

43 43.0 67.2 100.0

64 64.0 100.0

36 36.0

100 100.0

somewhat disagree


somewhat agree

strongly agree

Total

Valid

SystemMissing

Total


Percent



strongly agree

somewhat agree


somewhat disagree

Pe

rce

nt

80

60

40

20

0


FINDINGS

Training helps to increase productivity and achieve the goals of the

organization

Training programs are well planned in the organization.

The training given in organization is not of sufficient duration.

The training programs are not evaluated periodically.

The training programs strongly focus on technical and managerial

capabilities..

The training programs are not given adequate importance due to the

work pressure in the organization.

Employees’ attitude towards the training programs is casual/informal.

There is no involvement of employees in determining the training need

analysis.

The quality of training programs in the organization is excellent..

The training programs are well designed and widely shared in the

organization.


More priority is given for on the job trainings than the value addition

programs like motivation, stress management, group dynamics.

SUGGESTION

Employees should decide and determine the training programs that they need so

that they can work more effectively and efficiently, employees should decide

some of the training they would like to undergo.

The HR department should conduct briefing and debriefing sessions for

employees for Training as to give them an idea as to why this training is been

conducted and what they have to learn in the training program conducted and also

after training completion they should take a feedback as to how effective was the

training so that the necessary improvements in training programs can be

considered and implemented.

Apart from on-job training programs the HR Department should conduct constant

value addition programs such as Time management, Stress management trainings,

group dynamics, grievance redressal, these will help to add value and is also

essential in today’s business scenario.

Performance of every employee undergone training should be evaluated so as to

get Improved quality of training activities, Improve ability of the trainers to relate


inputs to output know their understanding about the training programme

conducted

Training program should evaluate the abilities, competencies and potentials of the

trainees for a particular job or work skills.

It should aim to narrow down the gap between expected level of performance and

the actual level of performance.

It should provide new recruits or trainees a scientific pace for imbibing the

knowledge and skills required to discharge their duties and responsibilities

meaningfully and purposefully.

The company should conduct training programs at regular intervals, which helps

the employees to enhance their knowledge for their current jobs.

The company should design the training program based on the current

requirement, which includes development of technical skills, personality

development, time management, computer knowledge etc.

The training session should be made more interactive and participative so that

trainees and trainer are in constant interaction


CONCLUSION

According to the study conducted we can conclude that the overall satisfaction level of

employees in relation to the training programs is moderate.

the employees agree that the training programs helps to increase productivity and achieve

the organizational goal.

The employees said that the training programs in the organization are well planned but

they are not satisfied with the duration of the training program and the are also not

satisfied with the evaluation process of training program, they are not evaluated

periodically.

The training programs in the organization strongly focus on the technical and managerial

capabilities but these programs are not given adequate importance sometimes because of

the work pressure.

The employees do not take the training programs seriously, as there are no strict rules and

regulations to attend the training programs.

The employees are not involved in determining the training need analysis. The training

programs are fixed by the top management.


The quality of the training programs is excellent but the employees are not making the

best use of it.

Therefore we can conclude that the training programs in the organization are excellent

but they have been not utilized properly by the employees as the training programs are

not mad compulsory to all the departments. There is a broader scope to develop and

improve its training programs in future in order to meet the requirements of the global

market

REFERENCES

Books:

Human Resources Management by Gary Dessler

Publised by Pearson Education 9th Edition

PP 184 - 240

Website:

Bibliography

Reference

a. Books

P L RAO, HRD THROUGH IN-HOUSE TRAINING,

Concepts of Training, Methods of Training,

Effectiveness of Training

PP-3-185

Websites

http://www.mckinseyquarterly.com/ Nov 2004

http://www.google.com


Reports

Annual Report of Bharatiya Sanchar Nigam Limited (BSNL)

2006-2007 PP- 1-10

ANNEXURE