A STUDY ON

EMPLOYEE’S TRAINING & DEVELOPMENT IN HCL, NOIDA

Functional project report

Submitted in partial fulfillment of the requirements for the award of the degree of

MASTER OF BUSINESS ADMINISTRATION

Submitted By

Rajeev Kumar

Roll no: MBA/4547/09

MBA-4th Semester

2009-2011

BIRL A INSTITUTE OF
TECHNOLOGY
(Deemed University U/S 3 of UGC Act 1956)
Mesra, Ranchi, Jharkhand
 DECLARATION CERTIFICATE

This is to certify that the work presented in the project entitled “A Study on employee’s

training and development in HCL, noida” in the partial fulfillment of the requirement

for the award of degree of “Master of Business Administration”, Birla institute of

Technology, Mesra, Ranchi, is an authentic work carried out under my supervision and

guidance.

To the best of knowledge, the content of this project does not form a basis for the award

of my previous degree to anyone else.

Date Mr. K.B. Singh

Department of management

Birla Institute Of Technology

Noida (U.P)
 CERTIFICATE OF APPROVAL

The foregoing project’ A Study on employee’s training & development in HCL,

noida” is hereby approved as a creditable study of the research topic and has been
presented in satisfactory manner to warrant its acceptance as prerequisite to the degree
for which it has been submitted.

It is understood that by this approval, the undersigned do not necessarily endorse any
conclusion drawn or opinion expressed therein, but approve the project for the
purpose for which it has been submitted.

Ms.Meenakshi Sharma Dr. S.L Gupta

In charge management Academic co-ordinator
Birla institute of
technology
Noida

Director
Birla institute of technology
Noida
 ACKNOWLEDGEMENT

Act as you speak, speak as you feel, do not play false to your conscience. I am
privileged to have successfully completed my project report on employee’s training &
development at HCL noida.
I am very thankful to everyone who all supported me, for I have completed my project
effectively and moreover on time.
I am equally expressing my sense of gratitude to Mr. K.B. Singh, Faculty BIT, Noida
for his esteemed guidance and inspirations to help me to make a successful complete
project work.

RAJEEV KUMAR
 CONTENTS

Declaration Certificate
Certificate of Approval
Acknowledgement
Executive Summary
Page no.
Chapter 1: Introduction 1-
11
(1.1)Introduction to the study

Chapter 2: Literature review 12-13

Chapter 3: Research methodology 14
(3.1) Objective
(3.2) Research design

Chapter 4: Data analysis & interpretation 15-25

Chapter 5: Findings of the study 26-29

Chapter 6: Conclusion & recommendation 30-31

(6.1) Suggestion & recommendation 30
(6.2) Conclusion 31

Bibliography 32

Annexure

Questionnaire
 EXECUTIVE SUMMARY

The study on employee’s training and development at HCL is based on several

training and development programmes which helps to improve skills, or add to the
existing level of knowledge so that employee is better equipped to do his present job,
or to prepare him for a higher position with increased responsibilities.

The objective of the study is to measure the effects of training and development on
employee’s. It helps in to examine the effectiveness of training in the overall
development of skill of workforce. The survey has been done through questionnaire
consists of 10 question which was filled by 50 employees of HCL i.e. the sample size.

The study concludes that training and development programmes are the inherent part
of the organization because every organization needs to have well trained and
experienced people to perform the activities that have to be done. But there are some
loopholes in the process like non availability of skilled trainer. In an overall the
organization is using all the essential training and development programmes.
 Chapter 1: INTRODUCTION
1.1 Introduction to the study

Employee training means to improve skills, or add to the existing level of knowledge
so that employee is better equipped to do his present job, or to prepare him for a
higher position with increased responsibilities..
Training refers to the teaching /learning activities done for the primary purpose of
helping members of an organization to acquire and apply the knowledge skills,
abilities, and attitude needed by that organization to acquire and apply the same.
Broadly speaking training is the act of increasing the knowledge and skill of an
employee for doing a particular job.
In today’s scenario change is the order of the day and the only way to deal with it is to
learn and grow.

TRADITIONAL AND MODERN APPROACH OF TRAINING AND

DEVELOPMENT

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 DEFINED

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 about the acquisition of knowledge, skills, and
abilities (KSA) through professional development.
 IMPORTANCE OF TRAINING & 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 Employee’s 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.

• Quality – Training and Development helps in improving upon the quality of work
and work-life.

• 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 organizational policies.

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

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

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.
 TRAINING INPUTS
There are three basic types of inputs;
(i)Skills
(ii)Attitude
(iii)Knowledge.
The primary purpose of training is to establishing a sound relationship is at its best
when the workers attitude to the job is right, when the workers knowledge of the job
is adequate, and he has developed the necessary skills.
Training activities in an industrial organization are aimed at making desired
modifications in skills, attitudes and knowledge of employee so that they perform
their jobs most efficiently and effectively.
BEST TIME TO IMPART TRAINING TO EMPLOYEE

1.NEW RECRUITS TO THE COMPANY

These have a requirement for induction into the company as a whole in terms of its
business activities and personnel policies and provisions, the terms, conditions and
benefits appropriate to the particular employee, and the career and advancement
opportunities available.

2. TRANSFERS WITHIN THE COMPANY

These are people who are moved from one job to another, either within the same work
area, i.e. the same department or function, or to dissimilar work under a different
management. Under this heading we are excluding promotions, which take people
into entirely new levels of responsibility.

3. PROMOTIONS

Although similar to the transfer in that there is a new job to be learned in new
surroundings, he is dissimilar in that the promotion has brought him to a new level of
supervisory or management responsibility. The change is usually too important and
difficult to make successfully to permit one to assume that the promotes will pick it
up as he goes along and attention has to be paid to training in the tasks and the
responsibilities and personal skills necessary for effective performance.

4. NEW PLANT OR EQUIPMENT

Even the most experienced operator has everything to learn when a computer and
electronic controls replace the previous manual and electro-mechanical system on the
process plant on which he works. There is no less a training requirement for the
supervisors and process management, as well as for technical service production
control and others.
5. NEW PROCEDURES

Mainly for those who work in offices in commercial and administrative functions but
also for those who we workplace is on the shop floor or on process plant on any
occasion on which there is a modification to existing paperwork or procedure for, say
the withdrawal of materials from stores, the control of customer credit the approval of
expense claims, there needs to be instruction on the change in the way of working in
many instances, a note bringing the attention of all concerned the change is assume
to be sufficient, but there are cases, such as when total new systems in corporating
IT up dates are installed, when more thorough training is needed.
.
. 6. THE MAINTENANCE OF MANAGEMENT SKILLS &

STANDARDS

Skills in supervising, employee appraisal, communications, leadership etc are

important in all companies. Some of these skills are seen to be critical to major
developments in company organization, culture, employee empowerment and so on.
Initial training in these skills is not uncommon in the largest companies on
appointment into management and supervision. But continuous training and
performance monitoring is rare, despite the common knowledge that standards are as
varied as human nature.

7. RETIREMENT AND REDUNDANCY

Employees of any position in the company who are heading towards retirement will
benefit from learning about health, social life, work opportunities money management
etc. Internal or external courses are best attended a year or two before retirement date,
in a few companies a member of Personnel will act as a counselor as required.
 BENEFITS OF TRAINING
Employees and the organization need to realize the importance of contribution and
learning for mutual growth and development. Training is the answer to deal with
stagnation stage by constantly updating it in every field. Other benefits of training
include:

 Hiring appeal: companies that provide training attract a better quality

Workforce.
 Assessing and addressing any performance deficiency.
 Enhancing workforce flexibility. Cross-cultural training is essential for
better adjustment in the new environment.
 Increasing commitment: Training acts as a loyalty booster. Employee
motivation is also enhanced when the employee knows that the
organization would provide them opportunities to increase their skills and
knowledge.
 It gives the organization a competitive edge by keeping abreast of the latest
changes; it acts as a catalyst for change.
 Higher customer satisfaction and lower support cost results through
improved service, increased productivity and greater sufficiency.
 Training acts as benchmark for hiring promoting and career planning.
 It acts as a retention tool by motivating employee to the vast
opportunities for growth available in an organization.
THE EVALUATION OF TRAINING

There are a number of expressions used to describe steps taken by management and
by training offices at the conclusion of training and during the days or weeks
afterwards. These expressions include validation, evaluation, follow-up and
implementation, as well as cost benefit, which have appeared in more recent years.
We are interested in all of these and have already tackled one of the, implementation,
and we start by giving our definitions in order to establish a clearer picture of what
each is, and how they relate to each other.
Evaluation of training, or, indeed of anything, consists simply of putting a value to it.
To evaluate training means undertaking a search for the effect that it has had on the
people and the situations, which it influences, and then trying to measure or estimate
whether this is advantageous or disadvantageous.

METHODS OF TRAINING
LECTURES – A Method of Training

It is one of the oldest methods of training. This method is used to create understanding
of a topic or to influence behavior, attitudes through lecture. A lecture can be in
printed or oral form. Lecture is telling someone about something. Lecture is given to
enhance the knowledge of listener or to give him the theoretical aspect of a topic.
.
DISCUSSION TRAINING METHOD
This method uses a lecturer to provide the learners with context that is supported,
Elaborated, explains, or expanded on through interactions both among the trainees
and between the trainer and the trainees. The interaction and the communication
between these two make it much more effective and powerful than the lecture
method. If the Discussion method is used with proper sequence i.e. lectures, followed
by discussion and questioning, can achieve higher level knowledge objectives, such as
problem solving and principle learning.

COMPUTER-BASED TRAINING (CBT)

With the world-wide expansion of companies and changing technologies, the
demands for knowledge and skilled employees have increased more than ever, which
in turn, is putting pressure on HR department to provide training at lower costs. Many
organizations are now implementing CBT as an alternative to classroom based
training to accomplish those goals.
Some of the benefits of Computer-Based Training are:
. The growth of electronic technology has created alternative training delivery
systems. CBT does not require face-to-face interaction with a human trainer. This
method is so varied in its applications that it is difficult to describe in concise terms.

MENTORING

Mentoring is an ongoing relationship that is developed between a senior and junior

employee. Mentoring provides guidance and clear understanding of how the
organization goes to achieve its vision and mission to the junior employee

Some key points on Mentoring

• Mentoring focus on attitude development

• Conducted for management-level employees

• Mentoring is done by someone inside the company

• It is one-to-one interaction

It helps in identifying weaknesses and focus on the area that needs improvement

JOB ROTATION

Some of the major benefits of job rotation are:

• It provides the employees with opportunities to broaden the horizon of

knowledge, skills, and abilities by working in different departments, business

units, functions, and countries

• Identification of Knowledge, skills, and attitudes (KSAs) required

• It determines the areas where improvement is required.

OFF THE JOB TRAINING –

There are many management development techniques that an employee can take in
off the job. The few popular methods are:

 SENSITIVITY TRAINING

 TRANSACTIONAL ANALYSIS
  STRAIGHT LECTURES/ LECTURES

 SIMULATION EXERCISES

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.

Cont
rol: 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..

Chapter 2: Literature Review

The fundamental aim of training is to help the organization achieve its purpose by
adding value to its key resource – the people it employs. Training means investing in
the people to enable them to perform better and to empower them to make the best use
of their natural abilities.Any training and development programme must contain
inputs which enable the participants to gain skills, learn theoretical concepts and help
acquire vision to look into distant future.

In addition to these, there is a need to impart ethical orientation, emphasize on

attitudinal changes and stress upon decision making and problem solving abilities.The
stages in training and development process are going to be identified with a specific
focus on different training and development methods and consideration of its
advantages and disadvantages

According to Casse and Banahan (2007), the different approaches to training and
development need to be explored. It has come to their attention by their own preferred
model and through experience with large Organizations. The current traditional
training continuously facing the challenges in the selection of the employees, in
maintaining the uncertainty related to the purpose and in introducing new tactics for
the environment of work and by recognizing this, they advising on all the problems,
which reiterates the requirement for flexible approach.

According to Davenport (2006), mentioned in his recent studies that it’s easy to
implement strategy with the internet supported software.
some of the Training theories can be effective immediately on the future of the skill
and developments. The “content” and the “access” are the actual factors for the
process. It is a representation itself by the Access on main aspect what is effective to
the adopted practice in training development. As per the recent theories to access the
knowledge is changing from substantial in the traditional to deliver the knowledge for
the virtual forms to use the new meaning of information with electronic learning use.

There is a survey confirmation for using classroom to deliver the training would drop
dramatically,(Meister,2001).
A manager is that what the other members of the organization wants them to be
because it is a very popular trend of development training for the managers in the
training for the management (Andersson, 2008, Luo, 2002). Most of the managers
seems to reject a managerial personality in support of the other truth for themselves
(Costas and Fleming, 2009).

finally, the literature on training and development use as a motivation and

retention tool is going to be reviewed, moreover, training and development on
international scale and its possible issues are going to be discussed. to sum up, a
conclusion summarizing all findings is going to be drawn.

.
Chapter 3: Research Methodology

3.1 Objectives

 To examine the effectiveness of training in overall development of

skills of workforce.
 To examine the impact of training on the employee’s.
 Reduce the learning time for employees starting in new jobs on
appointment, transfers or promotion, and ensure that they become
fully competent as quickly and economically as possible.
 To measure the differential change in output due to training

. 3.2 RESEARCH DESIGN

The type of research used is descriptive research. Marketing research is a

systematic and objective study of problems. Market research specifies the information
required to address these issues; designs the method of collecting information; manages
and implements the data collection process; analyses the results and communicates the
finding and their implications

SAMPLE SIZE
 For the study, a sample size of 50 employee’s was taken.

TOOLS USED FOR DATA COLLECTION

 Primary data collected through questionnaires.
 Secondary data collected through magazines, journals, websites.

Chapter 4: Data analysis and Interpretation

Q 1. How many training programmes did you attend in last one

year?

RESPONSE NO. OF PERCENTAGE

RESPONDENTS
Less than 10 24 48
10-20 16 32
20-40 6 12
More than 40 4 8

SAMPLE SIZE - 50
 Figure 1

The above chart indicates that 48% of employee’s have attended less
than 10 training programmes whereas 32 % of employee’s have attended
10-20 training programmes, it means in every month there was 1 training
programme attended in the organization in last one year.
.

Q2.Your Organization considers training as a part of organizational

Strategy. Do you agree with this statement?

RESPONSE NO.OF RESPONDENTS PERCENTAGE

Strongly agree 23 46
Agree 14 28
Partly agree 10 20
Can’t say 3 6

Figure 2
The above graph indicates that 74% of employee’s are agreed that
training is a part of organizational strategy.

Q 3. To whom the training is given more in your organization?

RESPONSE NO. OF PERCENTAGE

RESPONDENTS
Senior staff(Higher 5 10
level managers)
Junior staff(Middle 10 20
line managers)
New staff 10 20
Based on requirement 25 50

Figure 3

The above graph indicates that 50% of employees felt that training is
given mostly on the basis of requirement whereas, 20% of employees felt
that it is given to junior and new staffs.
Q 4. What is the most important barrier to Training and
Development
Programme in your organization?
RESPONSE NO.OF RESPONDENTS PERCENTAGE
Time 10 20
Money 8 16
Lack of interest by the 12 24
trainees
Non-availability of 20 40
skilled trainer

Figure 4

The above graph indicates that 40 % of employees felt that, most

important barrier to Training and Development in the organization is
Non-availability of skilled trainers whereas, time and lack of interest by
the trainees are also a barrier to T&D programme.
Q5. What mode of training method is normally used in your
Organization?
RESPONSE NO.OF RESPONDENTS PERCENTAGE
Job rotation 7 14
External training 13 26
Conference/discussion 10 20
Programmed 18 36
instruction
Others 2 4

Figure 5

The above graph indicates that 36% of employee’s felt that

programmed instruction is mostly used in the organization whereas,
external training and conference/discussions are also used in the
organization. It means that these 3 programmes are mostly used by the
organization.
Q6. What type of training is being imparted for new recruitments in
your organization?
RESPONSE NO.OF RESPONDENTS PERCENTAGE
Technical training 15 30
Management training 9 18
Presentation skill 10 20
Induction training 12 24
Others 4 8

Figure 6

The above graph indicates that 30% of employees felt that technical
training is the most important training which is being imparted for new
recruitments in the organization ,it means that the organization is insisting
more on technical training.

Q7. The time duration given for a training period is?

RESPONSE
 NO.OF PERCENTAG
RESPONDE E
NT
Sufficient 28 56
To be 4 8
extended
To be 12 24
shortened
Manageable 6 12

Figure 7

The above pie chart shows that 56% of employees felt that time
duration for a training programme is sufficient whereas 24% of
employee’s felt that ,it should be shortened.

Q8. Comment on the degree to which the training objective are met
during the training sessions?
RESPONSE NO.OF RESPONDENTS PERCENTAGE
All the objectives are 30 60
met
Some objectives are 7 14
met
Met according to the 10 20
need
None of the objectives 3 6
are met

Figure 8
The above graph indicates that 60% of employees felt that all the
objectives are met during training sessions. It means training sessions are
running successfully in the organization.

Q9. Does the training programme help in your career advancement?

RESPONSE NO.OF RESPONDENT PERCENTAGE
Strongly agree 23 46
Agree 19 38
Neutral 6 12
Disagree 2 4

Figure 9

The above graph shows that 84% of employee’s are agreed that training
programmes helps in their career advancement.It means training
programmes are helpful in career advancement also.

Q10. How long will it take to implement the trained process?

RESPONSE NO. OF PERCENTAGE
RESPONDENTS
Less than 1 month 20 40
1-2 month 15 30
2-4 month 12 24
More than 4 months 3 6

Figure 10

The above graph indicates that 40% of employees felt that the
organization takes less than 1 month to implement the trained process.

Chapter 5: Findings of the study

The findings of the study reveals that HCL has a wide range of training & development
programmes which helps the employees to develop their skills and give the standard
performance. HCL also gives rewards and promotions on a regular basis so,that the
employee’s can achieve their personal goal as well as organizational goal.

Some of the important training programmes are discussed below:

INDUCTION TRAINING

Joining a new company is always stressful. HCL believes that

it is the job of the company to minimize this stress and make
it an enjoyable experience. To this end HCL organizes
Induction Programmes at 2 different stages of an employee's
Work Life HCL has a half day Induction on the first day of
joining to enable the new employees to get an overview of
HCL as a company, Structure and Lines of Business and to introduce them to other
new joiners and make them feel Welcome into the organization.

HCL also organizes a 2 day offsite Induction programme a couple of months into an
employee's career with HCL . This acts as a more informative induction programme
for new joiners, and also as a refresher for existing staff. The programme covers an
overview of HCL strategy and marketplace proposition and its Core Competencies.
The 2 day programme is delivered is an opportunity to gain information, meet peers
and HAVE SOME FUN!!!

BUDDYING

The HCL AXON 'Buddy' System is designed to help new employees to have as
smooth a transition into HCL AXON as possible by providing hands-on practical and
emotional

support during their first 3 months on a project. It helps to provide the employees with
a sense of belonging, make them comfortable with their Work Life and aims to
encourage Team work and Loyalty. It gives consultants the opportunity to be directed
to people who can help with basic needs as well as all Project related needs.
PERFORMANCE MANAGEMENT AND DEVELOPMENT

A key part of the Performance Management and Development process is the

allocation of a Development Manager for each HCL employee. HCL offers a
Performance management system that is focused on developing each employee to his
or her potential, for the benefit of the individual, clients and HCL as a whole.

The development is the accountability of the individual, supported and assisted by the
organization. The Performance Review process is the opportunity for consultants to
get a feedback on their performance as well as give a feedback to their Project
Managers on what they are enjoying and what they could do to contribute more or
what HCL could do to help support them in their endeavour to maximize potential

PROMOTION AND BONUS

HCL has a grading system that is precise and defined. There is a clear visibility of
your Career path within the organization and the Development Managers assist you at
every review to move towards promotion to the next Level. All roles have a clear
definition with regard to the Core Skills, HCL Understanding and Values to give a
clear picture of how one's career is heading and the aspects considered for Promotion
and Bonus.

HCL AXON Academy

HCL AXON Academy is the name given to the structured Training and Development
sessions available to all HCL AXON Employees across all Lines of Business, Group
and Business Support. HCL AXON Academy events are a mixture of internally and
externally conducted events. Employees are given an option to choose from a wide
range of programmes which would enhance their Technical skills and also other
Managerial and Soft skills.

HCL COMNET

Being a people-centric organization, it makes imperative for HCL to develop

practices that help facilitate the culture of growth and development here. That's why
their HR policy is built around EDGE (Employee Development Growth and
Empowerment). EDGE is a program aimed towards making Comnet a "Learning
Organization", an organization where growth is measured not just by profits but also
as the synergetic growth of each one of its employees.

The concept of the learning organization has been developed with a 3-prong objective
in mind, of creating value, retaining value and delivering value for the internal
customer, the external customer and the organization as a whole

CATALYST PROGRAMS

Key Account Management Workshops (KAM) are conducted at regular intervals

involving sales & marketing teams. The KAM training explores new approaches in
developing and leading accounts and in customer sensitivity

Assessment Centers have been designed to ensure high professional skill levels and to
inculcate the desired behavior of employees. The assessment centers are carried out at
all levels and functions within the organization. This also greatly helps us to align the
employee’s development objectives to the organization

360° appraisals: HCL has successfully carried out 360° appraisals to help facilitate
personal and organizational growth.

Mapped Career path: At HCL, the belief that career is a path and not a destination is
the philosophy behind chalking out the career path for each of our fellow employees.
Be it a lateral move, or vertical growth, all decisions are taken keeping in mind the
interest of the individual

Awards: Performers in HCL get the annual awards for their contribution to Comnet's
growth. Award types include Value Creators, Benchmark, Eureka and Pinnacle
Award

Induction: An extensive one-month induction program is conducted to bring any new

recruit up to pace with the culture, work ethics and tech environment of the
organization

Long Service Award

The Long Service Award recognizes an employee’s contribution towards the
company. It is an appreciation of the part played by the employee in the journey of
HCL. The Long Service Award is given to employees on completion of 5 years, 10
years, 15 years, 20 years, 25 years and 30 years of service with HCL. Employees are
awarded with trophies and recognition letters from CEO and chairman.

The organization follows an effective training process and the training is mostly given
to those employee’s who need it. But the most important barrier for the training
process is non-availability of skilled trainer.
As the workload is much on employee’s therefore
less attention is given to training sessions by the employee’s.

Chapter 6: Conclusion & Recommendation

 6.1 Suggestion and recommendation
 To make the training and development process an entirely in house activity to
reduce the cost.
 The maximum emphasis will be given to job instruction methods where the
trainee are made to understand their job thoroughly and the role they are
going to play in performing their job.
 Lecture as well as the presentation is the major part of imparting the
Education.
 The training objective will be in keeping with needs and abilities of the
trainee and it will be the major reason for success of the training as whole...
 The trainee fill the feedback form and from time to time test are conducted
to know the gauge the effectiveness of training to employee to check their

memory if they retain anything or not.

 Stress management training is more important for employee as it was

observed that people are all the time in tension like situation as to how to
do what to do when to do, no time and things like that which kept them
tensed all time.

6.2 Conclusion

The study concludes that, a solid employee-development program can mean the
difference between a successful company and one that struggles. Indeed, the
company's chances for growth are closely aligned with its commitment toward
fostering employee development. More and more workers are looking for employers
who can help them increase their knowledge and skills. It's no longer enough to offer
a conventional benefits package. Companies that want to attract -- and retain --
valuable people on staff need to actively participate in their employees' growth and
development. It's rewarding for employees to expand their knowledge base and take
on new challenges, as it makes coming to work about more than just a paycheck.
Pairing newer, less experienced employees with more experienced employees
is a great way for people to learn from one another. Mentors can serve as a
sounding board for younger employees, and can provide job coaching, advice
on career development, and introductions to other professionals in the
industry. Mentors often help their charges to see the "bigger picture" when it
comes to their working life. And, at the same time, mentors themselves can
gain valuable insight from their protégés and become better managers.

Investing in the employees' continuing education demonstrates that the

company values its people and wants them to grow. Even after an individual
joins an organization and the "honeymoon" period has passed, companies
should continue to provide training on an ongoing basis for any skills that may
be pertinent to the employee's job.

Employees appreciate job security, but in order to grow professionally, people

want and need new responsibilities. Giving the employees opportunities to
grow within the company lets them know that they value their past
contributions and have faith in their abilities to take on greater challenges. Let
people know when new positions are available in the company before opening
up those jobs to outside applicants, and be sure to give first consideration to
in-house candidates.

Often, employees want to make suggestions about the way things are done but
don't have a way to voice their ideas. Develop a method that makes it easier
for staffers to share their creative ideas or suggestions with top management.
BIBLIOGRAPHY

BOOKS-
Human resource management (C.B.Gupta)
Human resource management (Stphens P. Robins)
Employee’s training & developmemt (Neo Raymond A.)

INTERNET-
www.hcl.in
www.wikipedia.org
www.hclinfosystems.in
www.hcltech.com
www.hclcdc.in
ANNEXURE

QUESTIONNAIRE

1) How many training programmes did you attend in a year?

 Less than 10

 10-20

 20-40

 More than 40

2) Your organization considers training as a part of organizational strategy.

Do you agree with this statement?

 Strongly agree

 Agree

 Partly agree

 Can’t say

3) To whom the training is given more in your organization?

 Senior staff (Higher level managers)

 Junior staff (Middle line managers)

 New staff

 Based on requirement

4) What is the most important barrier to training and development

programme in your organization?
  Time

 Money

 Lack of interest by the trainees

 Non availability of skilled trainer

5) What mode of training method is normally used in your organization?

 Job rotation

 External training

 Conference/Discussion

 Programmed instruction

 Others

6) What type of training is being imparted for new recruitments in your

organization?

 Technical training

 Management training

 Presentation skill

 Induction training

 Others

7) The time duration given for a training period is?

  Sufficient

 To be extended

 To be shortened

 Manageable

8) Comment on the degree to which the training objective are met during
the training sessions?

 All the objectives are met

 Some objectives are met

 Met according to the need

 None of the objectives are met

9) Does the training programme help in your career advancement?

 Strongly agree
 Agree
 Neutral
 Disagree

10) How long will it take to implement the trained process?

 Less than 1 month
 1-2 months
 2-4 months
 More than 4 months

ANY SUGGESTIONS:
 A) ………………………………………………………..
B)………………………………………………………..
C)………………………………………………………….

Name: ----------------------------------------------------------
Age -------------------------------------------------------------
Sex--------------------------------------------------------------
Phone no.-----------------------------------------------------------
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