Gurpreet Kaur Kohar
Report-imt-hcl-training.doc (Size: 282.5 KB / Downloads: 327)
William James of Harvard University estimated that employees could retain their jobs by working a mere 20-30 percent of their potential. His research led him to believe that if these same employees were properly motivated they could work at 80-90 percent of their capabilities. Behavioral sciences concepts like motivation and enhanced productivity could well be used for such improvements in employee output. Training could be one of the means to achieve such improvements through the effective and efficient use of learning resources.
Training is the process of assisting a person in enhancing his efficiency and effectiveness at work by improving and updating his professional knowledge developing his personal skills relevant to his work and cultivating in him appropriate behavior and attitude towards his work and people he is working with. Development takes place as a result of training and essentially implies growth plus change. Thus, training and development go hand in hand.
Training is a long-term investment in human resource using the equation given below:
Performance = ability x motivation
Training can have an impact on both these factors. It can heighten the skills and abilities of the employees and their motivation by increasing their sense of commitment and encouraging them to develop and use new skills. It is a powerful tool that can have a major impact on both employee productivity and morale, if properly used.
WHY IS THERE A NEED FOR TRAINING AND WHY HAVE WE CHOSEN TO STUDY THIS TOPIC?
Organization viability and the transformation process
The primary concern of an organization is its viability and hence its efficiency. There is continuous environmental pressure for efficiency, and if an organization does not respond to this pressure, it may find itself rapidly losing whatever share of the market it has. Employee training, therefore, imparts specific skills and knowledge to employees in order that they contribute to the organization’s efficiency, and be able to cope with the pressures of the changing environment.
There has been tremendous development in industrial technology. Mechanization and automation of the plant is necessary for the organization’s survival; hence, it has to train its employees for more skilled positions. New skills are required to operate new machinery, or familiarity with new processes and production techniques has to be introduced.
With increasing mechanization, automation and development in technology, many organizations have emerged as complex organizations that produce a wide range of products or offer a wide range of services. This had led to complex problems of coordination and integration of activities. Eventually the need for training and retraining is felt at the all levels in such organizations, from shop floor to top executives.
The growing complexity of organizations has led to various human problems, like alienation, inter-personal and inter-group problems. Hence, training in human relations is becoming extremely important for tackling these problems.
Due to its great relevance in the current automated, mechanized and extremely competitive business environment, where skills are becoming obsolete faster than ever, we have chosen to study in detail the training and development needs of employees.
My endeavor will be to gain an in-depth insight into the process of discovering, harnessing and developing of the human capital to the benefit of both the individual and the organization into days highly dynamic and competitive business world through a comprehensive study and analysis of the latest training and development techniques used by HCL Technologies, Noida.
1.1 OBJECTIVE OF THE STUDY
• To evaluate the effectiveness of Training And Development programs conducted at HCL Technologies
• To suggest measures for improvement for Training and Development programs at HCL Technologies
1.2 PURPOSE OF THE STUDY
Never before has the rapid increase in new knowledge and technology and in the base of change and itself demanded a learning response as great as what is now required to remain competitive. Today individuals and organizations must become continuous learners to survive and hence it is not surprising to find that most successful organisations operate in a continuous learning mode.
The challenge of globalization, technological innovation increasing competition and growth through expansion, diversification and acquisition has had a wide-ranging and far reaching impact on HRD. There is a need for a continuous process that aims at providing fresh knowledge and skill inputs to the employees so as to ensure the development of their competencies, dynamism, motivation and effectiveness in a systematic and planned way, thereby improving the productivity and overall organizational effectiveness. As a result, training and development activities have acquired great significance and are now firmly centre-stage in most of the organizations. Hence it can be said that with the advent of free market economy rapid change in the environment, training and development activities have assumed an importance never before witnessed in Indian corporate history.
1.3 SCOPE OF THE STUDY
The study will be limited to the Training and Development Programs for Team Leaders and Team Members at HCL Technologies Noida.
1.4 RESEARCH METHODOLOGY
The base on which a study rests is the information that is embedded in it. The data for this study was obtained as a blend of both Secondary and Primary sources.
Sources and Methods of Data Collection
A sample size of 100 employees of HCL Technologies was taken, which consisted of 30 Team Leaders and 70 Team members.
Questionnaire- A questionnaire was designed and administered to the Employees drawn from various levels and various departments in the organization.
Internal – Information regarding the training policies and procedures was obtained through personal discussions with Trainers, Team Leaders and Team Members.
Secondary data i.e. data which already existed was collected from two sources.
• Internal Sources
— Training / HRD Manuals, Company reports, House Journals records etc.
• External Sources
-This mainly refers to Internet.
The results of the survey have been tabulated and presented in the final report in form of bars and pie charts.
1.5 LIMITATION OF THE RESEARCH
For every research there are restrictions and limitations. The following are some limitations, which we faced in the making of this research.
• The study was restricted to HCL Technologies, Noida.
• Time will be the biggest constraint. It was difficult to get the questionnaires filled personally from the employees.