CHAPTER-1

1.1 INTRODUCTION
Since the beginning of the twentieth century and especially after World War II, training programs have become widespread among organizations in the United States, involving more and more employees and also expanding in content. In the 1910s, only a few large companies such as Westinghouse, General Electric, and International Harvester had factory schools that focused on training technical skills for entry-level workers. By the 1990s, forty percent of the Fortune 500 firms have had a corporate university or learning center. In recent decades, as the U.S. companies are confronted with technological changes, domestic social problems and global economic competition, training programs in organizations have received even more attention, touted as almost a panacea for organizational problem. The enormous expansion in the content of training programs over time has now largely been taken for granted. Now people would rarely question the necessity of training in conversational skills. However, back to the 1920s, the idea that organizations should devote resources to training employees in such skills would have been regarded as absurd. Such skills clearly were not part of the exact knowledge and methods that the employee will use on his particular job or the job just ahead of him. Nevertheless, seventy years later, eleven percent of U.S. organizations deem communications skills as the most important on their priority lists of training, and many more regard it as highly important. More than three hundred training organizations specialize in communications training (Training and Development Organizations Directory, 1994). Previous studies on training have largely focused on the incidence of formal training and the total amount of training offered. This study, however, draws attention to the enormous expansion in the content of training with an emphasis on the rise of personal development training (or popularly known as the "soft skills" training, such as leadership, teamwork, creativity, conversational skills and time management training). Personal development training can be defined as training programs that aim at
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improving one's cognitive and behavioral skills in dealing with one self and others. It is intended to develop one's personal potential and is not immediately related to the technical aspects of one's job tasks. Monahan, Meyer and Scott (1994) describe the spread of personal development training programs based on their survey of and interviews with more than one hundred organizations in Northern California. "Training programs became more elaborate; they incorporated, in addition to technical training for workers and human relations training for supervisors and managers, a widening array of developmental, personal growth, and self-management courses. Courses of this nature include office professionalism, time management, individual contributor programs, entrepreneur, transacting with people, and applying intelligence in the workplace, career management, and structured problem solving. Courses are also offered on health and personal well-being, including safe diets, exercise, mental health, injury prevention, holiday health, stress and nutrition." Employee training tries 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. However individual growth is not and ends in itself. Organizational growth need to be measured along with individual growth. 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. doing a particular job. In todays scenario change is the order of the day and the only way to deal with it is to learn and grow. Employees have become central to success or failure of an organization they are the cornucopia of ideas. So it high time the organization realize that train and retain is the mantra of new millennium. Broadly speaking training is the act of increasing the knowledge and skill of an employee for

1.1.1 TRAINING EXCUSES

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Training is one element many corporations consider when looking to advance people and offer promotions. Although many employees recognize the high value those in management place on training and development, some employees are still reluctant to be trained. It is not uncommon to hear excuses regarding why someone has not received training. Some people are just comfortable in what they are doing. Some fail to see the value of training because they really believe that they already know it all. And while that might be true, the knowledge value of training and development is not the only perk. Training and development offers more than just increased knowledge. It offers the added advantage of networking and drawing from others experiences. When you attend a seminar or event with others who have jobs that are much like yours, you have the added benefit of sharing from life experience. The seminar notes or the conference leader might not give you the key nugget you take back and implement in the workplace. Your best piece of advice for the day might come from the peer sitting beside you. Another common excuse is that there is not enough money budgeted to pay for training. Who said that training always carries a heavy enrollment fee? Training can be free. You can set up meetings with peers who are in similar positions and ask how they are doing their jobs. Follow someone for a day to see how he organizes or manages his work and time. The cost to you is a day out of your normal routine, so the only drawback may be working a little harder on an assignment to catch up from a day out of the office. You usually dont think twice about taking a day of vacation, so why should a day of training be any different? Time is another often-heard excuse when training and development is mentioned. Have you considered that training and development might actually give you more time? Often the procedures, ideas, short cuts, and timesaving hints learned in training and development sessions equal more time in the long run. Have you heard the old saying that you have to spend money to make money? Well, in a sense, the same is true for training and development. You have to devote some time to training and development to make you more productive in the long run.

1.1.2 WHAT IS TRAINING IN TERMS OF ORGANIZATION?

Transferring information and knowledge to employers and equipping employers to translate that information and knowledge into practice with a view to enhancing organization effectiveness and productivity, and the quality of the management of people. It also means that in organizational development, the related field of training and development (T & D) deals with the design and delivery of workplace learning to improve performance.

1.1.3 INDUCTION
HR or the Department Manager generally carries out induction when a new employee starts. It is often a two level thing, with some items carried out by a Mentor or the person training the new employee. Generally, a good induction program will:

Explain the company culture Clarify policies such as leave (sick, holiday and special) Pay (how often and how - cash, cheque or direct deposit) Breaks, hours of work and overtime policies Workplace Health & Safety overview, including first aid facilities and evacuation procedures

Company heirachy, and where the new staff member fits in Position description and general overview of their role (KPI's, reporting structure, etc)

Amenities (lunch room, sick room, toilets) Introduction to workmates

Usually, the last two should be handled by the Mentor or the person training the new staff member in their role. It is important that no one person tries to do the whole induction process. If you have a Workplace Health & Safety Officer, then they should handle that part of the induction. The whole induction process should be as interactive as possible to make the new employee feel included and to assit in the assimilation of information.The position Description and General Overview should be done by the new employee's direct supervisor. 1.1.4 Staff Training This is where the new employee learns about their job not the KPIs, etc., but what the tasks involved are. It should not involve how to do the tasks presumably the employee was hired because they know how to do the job! What it should involve is training on how the various tasks are done in the company, an overview of the computer system and any reports, etc., that need to be done. It is important to remember, however, that all of this is not crammed into one day, but spread out over the first month. It seems a long time, but most companies run on a monthly cycle and spreading the training out over the month allows the monthly tasks to be done and learned in their order and in relation to everything else. It also means that the new employee is not overloaded with information within their first week. Many employers make the mistake of thinking that productivity means that the training has to be completed within the first week. By spreading it out, the person doing the training can also attend to their role, and the new person doesnt suffer information overload, and can start to do the tasks their role requires immediately, and in the same order that they would normally need to be done in.

a) Benefits to the Employee A good induction and training program will leave the employee feeling empowered and a full part of the team. It will help them to fit in, and understand the company. You dont need to sell the company to the employee they have already accepted the job (therefore, have chosen the company). By conducting a good induction / orientation, you have a new employee who finds their way around faster, and who will feel that they are valued. Good staff training, where their previous knowledge is taken into account, makes the employee feel good. If you try to teach them what they already know, they feel like their knowledge is not valued, and feel demeaned. The purpose of an Induction and Training program is to reinforce the employees initial feelings of wanting to work there, and to ensure that they become an integrated and productive team member, who will stay for the long term. b) Benefits to the Manager & Work Team You will be building on the fact that you have hired somebody who can already do the tasks, and all they need to know is how your systems work. By starting with this premise, your new employee becomes productive faster and has a positive attitude towards working with the team, and in how their skills and prior experience is valued by both the team and the Company. c) Benefits to the Organisation By having a good induction and staff training program, you will acquire loyal employees who feel integrated into the culture of the company and who are likely to be more productive and stay with the company longer.

1.1.5 DIFFERENCE BETWEEN INDUCTION AND LEARNING

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There is a big difference: 'Induction' implies putting skills into people, when actually we should be developing people from the inside out, beyond skills, i.e., facilitating learning. So focus on facilitating learning, not imposing training. Emotional maturity, integrity, and compassion are more important than skills and processes. If you are in any doubt, analyze the root causes of your organization's successes and your failures - they will never be skills and processes. Enable and encourage the development of the person - in any way that you can. Give people choice - we all learn in different ways, and we all have our own strengths and potential, waiting to be fulfilled. Talk about learning, not training. Focus on the person, from the inside out, not the outside in; and offer opportunities for people to develop as people in as many ways you can.

1.2 SCOPE OF THE STUDY

The scope of the study covers in depth, the various training practices, modules, formats being followed and is limited to the company Kingfisher Airlines and its employees. The different training programmes incorporated/facilitated in Kingfisher Airlines through its faculties, outside agencies or professional groups. It also judges the enhancement of the knowledge & skills of employees and feedback on its effectiveness. The Scope of the study can be summarized in the following point: 1. It will extend to the actual field study of new employees employed in the organisation . 2. It will give information to the company about the prospects of the new employees. 3. Help us gain independent knowledge about the employee perception of the organization identified.
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4. The study can help the companies get additional research information. 5. It facilitates evaluation of employee turnover ratio.

1.3 OBJECTIVE OF THE STUDY

The broad objective of the study of training policies in Kingfisher Airlines is to study the impact of training on the overall skill development of workers. The specific objectives of the study are: 1) To cut down recruitment cost 2) To Improve job satisfaction, morale and motivation 3) To use as an introduction to the benefits of training and development 4) To ensure that new people become independent sooner on routine 5) Operations so that other members of staff dont have to spend much time on formal guidance. 6) To demonstrate how much motivation values new people and to show willingness to give time and attention to them. 7) To reduce the anxiety of new people as through the induction process they gain information and understanding of motivation rules and Regulations in a systematic way. 8) To Reduce absenteeism and staff turnover. 9) To Promote a safe and equitable work environment through an awareness of policies and responsibilities in these areas. 10)To Aid the staff member in establishing effective working relationships and social networks 11)To Create a positive attitude and commitment to the organization

1.4 EXECUTIVE SUMMARY

Every organization needs to have well trained and experienced people to perform the activities that have to be done. If current or potential job occupants can meet this requirement, training is not important. When this not the case, it is necessary to raise the skill levels and increase the versatility and adaptability of employees.
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It is being increasing common for individual to change careers several times during their working lives. The probability of any young person learning a job to day and having those skills go basically unchanged during the forty or so years if his career is extremely unlikely, may be even impossible. In a rapid changing society employee training is not only an activity that is desirable but also an activity that an organization must commit resources to if it is to maintain a viable and knowledgeable work force. The entire project talks about the training and development in theoretical as well as new concepts, which are in trend now. Here we have discussed what would be the input of training if we ever go for and how can it be good to any organization in reaping the benefits from the money invested in terms like (ROI) i.e. return on investment. What are the ways we can identify the training need of any employee and how to know what kind of training he can go for? Training being covered in different aspect likes integrating it with organizational culture. The best and latest available trends in training method, the benefits which we can derive out of it. How the evaluation should be done and how effective is the training all together. Some of the companies practicing training in unique manner a lesson for other to follow as to how to train and retain the best resource in the world to reap the best out of it. Development is integral part of training if some body is trained properly and efficiently the developments of that individual and the company for whom he is working. Here we discussed about development of employee, how to identify the needs, and after developing how to develop executive skill to sharpen there knowledge. Learning should be the continuous process and one should not hesitate to learn any stage. Learning and developing is fast and easy at Kingfisher Airlines.

CHAPTER - 2 Companys Profile

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Kingfisher Airlines

IATA IT

ICAO KFR

Callsign KINGFISHER 2004 Bangalore International Airport,

Founded

Hubs

Chhatrapati Shivaji International Airport, Indira Gandhi International Airport, Sardar Vallabhbhai Patel International Airport King Club 158 (incl. 126 in order) 29 UB Group Fly The Good Times Bangalore, India Vijay
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Frequent flyer program Fleet size Destinations Parent company Company slogan Headquarters Key people Dr.

Mallya,

CMD

Mr. Hitesh Patel, Mr. Rajesh Verma, Mr.A. Raghunathan, CFO Website: http://www.flykingfisher.com/

EVP EVP

Kingfisher Airline is a private airline based in Bangalore, India. The airline is owned by Vijay Mallya of United Beverages Group. Kingfisher Airlines started its operations on May 9, 2005 with a fleet of 4 Airbus A320 aircrafts. The airline currently operates on domestic routes. The destinations covered by Kingfisher Airlines are Bangalore, Mumbai, Delhi, Goa, Chennai, Hyderabad, Ahmedabad, Cochin, Guwahati, Kolkata, Pune, Agartala, Dibrugarh, Mangalore and Jaipur. In a short span of time Kingfisher Airline has carved a niche for itself. The airline offers several unique services to its customers. These include: personal valet at the airport to assist in baggage handling and boarding, accompanied with refreshments and music at the airport, audio and video on-demand, with extra-wide personalized screens in the aircraft and three-course gourmet cuisine. Kingfisher Airlines currently operates with a brand new fleet of 8 Airbus A320 aircraft, 3 Airbus A319-100 aircraft and 4 ATR-72 aircraft. It was the first airline in India to operate with all new aircrafts. Kingfisher Airlines is also the first Indian airline to order the Airbus A380. UB holdings Ltd, has acquired 26% stake in the budget airline Air Deccan and has option to buy further of 20% stake from the secondary market. 2.2 HISTORY

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Kingfisher Airlines is a subsidiary of the UB Group, one of the largest beverage companies in the world. The branding of the airline is linked to that of Kingfisher Beer, Indias largest brewery. The airline, which is headed by the charismatic Dr Vijay Mallya, took to the skies in May 2005, and attracted attention for its high quality product with personal inflight entertainment in every seat; custom interior designs for each aircraft; valet assistance at airports and complimentary hot food and beverages. The airline initially operated a single class service but subsequently introduced a highly acclaimed First Class, allowing it to compete with Jet Airways for the high yield corporate market. In addition to its A320 family aircraft used on domestic routes, Kingfisher Airlines also operates ATR72 turboprops on regional sectors. Under current Indian regulations, which require airlines to operate 5 years domestic service before being granted international rights, Kingfisher will not be permitted to operate overseas until 2010. However, the airline has very clear international ambitions, with an order book for 45 wide body aircraft, including A330s, A340s, A350s and A380s. In just over two years, Kingfisher Airlines has achieved a market share of 10% and has one of the most aggressive expansion plans of all Indian carriers during 2007. In Jun-07, it dramatically increased its influence in the market with the acquisition of a 26% shareholding in Indias largest LCC, Air Deccan, for approximately USD130 million, and an open offer for a further 20%. Through schedule coordination and joint operations in ground handling, training, and maintenance, the carriers are projecting annual cost savings of over USD70 million. There will also be greater coordination between the two brands, with Air Deccan to adopt the Kingfisher image in its logo and to switch to a red, rather than a blue colour scheme. The combined Kingfisher/Deccan group has a market share of just over 30% and a product range spanning from the price-sensitive, first-time flyer, to the high yield business traveler, making it one of the key pillars of the airline industry.
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The airline which started its operation on 9th May 2005, following the lease of 4 Airbus A320 aircraft. As of July 2007, Kingfisher operates only on domestic routes, however it has announced plans to start flights to the USA with Airbus A380 aircraft. The airline is owned by the United Beverages Group under the leadership of Vijay Mallya (which also owns the popular Indian beer of the same name). The airline promises to suit the needs of air travellers and to provide reasonable air fares. Kingfisher Airlines' main "luxury" component is its In-Flight Entertainment System, a first among Indian airlines. The airliners in-flight Mobile Phone and Internet Services will be provided by OnAir starting 2008 for longhaul flights. United Breweries Group United Breweries Group, based in Bangalore, is the world's 2nd largest brewer and the largest in India. The company markets most of its beer under the Kingfisher brand and has also launched Kingfisher Airlines, a domestic airline service in India. The UB Group (United Breweries) Group is a multi-faceted conglomerate with business interests in Beverage Alcohol, Pharmaceuticals, Media, International Trading, Aviation, Fertilizer, Research & Development, and Infrastructure Development. The group is headed by Dr.Vijay Mallya who is also a member of the Indian Parliament. United Breweries now has a near-monopoly over the Indian brewing market, thanks to its recent takeover of the rival Shaw-Wallace company. The group owns the Mendocino Brewing Company in the United States. History of UB Group The UB Group was founded by a Scotsman, Thomas Leishman in 1857. The Group took its initial lessons in manufacturing beer from South Indian based British breweries. At the age of 22, Vittal Mallya was elected as the company's first Indian director in 1947. After a year, he replaced R G N Price as the chairman of the company.

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After Vittal Mallya's death in 1983, his son Vijay Mallya assumed the mantle of the group. Vijay Mallya inducted professional management and consolidated the Group into individual operating divisions. In 1988, UB Group acquired the global Berger Paints Group with operating companies across four continents. The paints business was divested for significant value in 1996. After India adopted economic liberalization in 1991, the UB Group decided to retain interests in only those businesses that were globally competitive and did not depend upon fiscal tariff protection. Today, UB Group is the third largest manufacturer of Spirits products in the world. In 2005, the Group entered aviation sector with the launch of Kingfisher Airlines Limited. With in a short time the airlines has captured an impressive market The Logo The Pegasus, which is the symbol of the United Breweries, first found its place as the Group logo in 1940. Then, the Helladic horse associated with beer and nectar in Greek mythology- carried a beer cask between the wings, ostensibly because beer formed the core operations of the Group. Later, the beer cask was removed to represent the Groups multifaceted operations. Now, it is just the Pegasus. share and has established a niche identity for itself.

Business Interests of UB Group:

Beverage Alcohol: The UB Group is 3rd largest spirits marketer in the world, with overall sales of 60 million cases. The company offers 140 brands at varying price points. Some of the famous brands of the UB Group are: Bagpiper Whisky, McDowell's No.1 Whisky, Director's Special Whisky, McDowell's No.1 Brandy and McDowell's Celebration Rum.

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Pharmaceuticals: The group's company Aventis Pharma Limited is the second largest pharmaceutical multinational in India. It develops and markets branded prescription drugs and vaccines.

Media: The UB Group also has a shareholding in Asian Age Holdings Ltd, the company that owns and manages daily newspaper, The Asian Age.

International Trading: The Group's company UB Global Limited is a recognized export house engaged in the export of Beer, Spirits, Leather Footwear and Processed Foods. The Company also exports Pharmaceutical Products and customized perfumeries.

Fertilizer: Mangalore Chemicals & Fertilizers Limited is under UB Group's management. It has a manufacturing capacity of 2,17,800 MT of Ammonia and 3,80,000 MT of Urea.

Research & Development: Vittal Mallya Scientific Research Foundation (VMSRF) was established in 1987 with the objective of developing newer and novel technologies that will have substantial application in industry and health care. The foundation is it is recognized by the Departments of Scientific & Industrial Research (DSIR), Dept. of Biotechnology (DBT), Council for Scientific and Industrial Research (CSIR) and the Ministry of Finance, Govt. of India.

Aviation: UB Group entered aviation sector in 2005 with the launch of Kingfisher Airlines Limited. Kingfisher Airlines has captured an impressive market share and has established a niche identity for itself. The airlines recently acquired 25% stake in Deccan Airlines.
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2.3

Present History

Sales of the United Spirits Ltd. are expected to exceed 60 million cases during the fiscal year 2005-06 making the Group the third largest manufacturer of Spirits products in the world. In addition, USL is one of only three in the world to own seven millionaire brands and at least five brands rated by Drinks International, UK, to be amongst the ten fastest growing brands in the world in their respective categories. The UB Groups Brewing Enity - called United Breweries Limited (UBL) - has also assumed undisputed market leadership with a national market share in excess of 50%. Through a process of aggressive acquisition and market penetration, The UB Group today controls 60% of the total manufacturing capacity for Beer in India. The flagship brand, Kingfisher is now sold in over 52 countries worldwide having received many accolades for its quality. The UB group is also into manufacture of Fertilizers. The group company Mangalore Chemicals and Fertilizers Limited ( MCF ) has factory at Panambur in Dakshina Kannada district of Karnataka. In August 2007, the group made a first-of-its-kind media alliance for the promotion of NDTV Good Times, a lifestyle television channel run by NDTV. Financials In July 2007, United Breweries Limited reported volume growth of 16.3% compared to the previous year.

2.4

Chairmans Message

Welcome aboard Kingfisher Airlines.

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I am often referred to as the King of Good Times and I pursuit of my goals and I am sure that you do too.

truly believe that you should

share this experience with me. On a more serious note, I log many air miles myself in

It is my passion to deliver the best of good times. After all, work and play can go hand in hand. I am sure that you have several pressing commitments and stressful work obligations. Like me, you also need some time to chillwith the King of Good Times. I have personally ensured that every Kingfisher aircraft meets the global standards that I have set for myself in terms of safety and I am proud of our brand new fleet incorporating the latest technology available. I have instructed my crew to treat every guest in the same way as if they visited my home. Since I also believe in cutting-edge technology, I insisted upon an individual in-flight entertainment system for our guests personal viewing and listening pleasure. I demand individual attention and I suppose our guests do too! On board Kingfisher Airlines, you will meet a crew that I have hand-picked myself. I have also personally approved their rigorous training programme. Quite apart from this, I have devoted a lot of personal time and energy in ensuring that Kingfisher Airlines is truly world-class in every sense. Leave the stress of daily life behind and enjoy the good times with Kingfisher Airlines. I have tried very hard to build an airline that meets your expectations. However, if I have missed something or fall short of your expectations, please feel free to mail me directly at chairman@flykingfisher.com. I invite you to fly the Good Times. After all, to me, you deserve the Good Times as well. With my warm regards, Vijay Mallya Chairman & CEO

2.6

Management Team
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Kingfisher Airlines is led by a dynamic, extremely talented and experienced team:

Board of Directors

Dr. Vijay Mallya, Chairman & CEO Mr. Subhash Gupte, ViceChairman, The UB Group

Mr. Piyush Mankad Mr. A.K. Ravi Nedungadi Diwan Arun Nanda Mr. V.K. Rekhi Dr. Naresh Trehan Mr. Rup Pillai

Operating Team

Mr. A. Raghunathan, Executive Vice President and Chief Financial Officer Mr. Hitesh Patel, Executive Vice President Mr.Rajesh Verma, Executive Vice President Captain D D Gandhi, Vice President Operations Chandrashekhar Nene, Vice President IT 18

 Mr. C.S. Tomar, VP- Engineering & Maintenance Bharat Raghavan, Assistant Vice President - Legal and Secretarial Ms. Rubi Arya, Assistant Vice President HR Mr. Ajit Bhagchandani, General Manager - In-Flight-Services Mr. Ashwani Khanna, General Manager - Airport Services Mr. Bhupesh Joshi, General Manager Airports Capt Jesudasan, Chief Examiner Captain K. Ravindran, General Manager - Flight Safety Major Leslie Ojjit Missal, General Manager Security Mr. Ratan Ratnakar, General Manager - Revenue Optimization Mr. Sanjay Bahadur, General Manager - Corporate Affairs Mr. Shailesh Borkar, General Manager Finance Mr. Umesh Rindani, General Manager - Revenue Accounts Mr. S.K. Ghorai, General Manager - Quality Control Captain Sanjeev Marwah, GM-Flight Ops (A320) Capt PA Bhushan, GM-Flight Operations (ATR) Mr. Gaurav Rathore, General Manager - Quality & Guest Commitment Mr. Vijay Nair, General Manager Cargo Mr. V. Seetharaman, General Manager - Engineering

2.7 Overview

Our Vision The Kingfisher Airlines family will consistently deliver a safe, value-based and enjoyable travel experience to all our guests. Our Values Safety
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This is our overriding value. In our line of business, there is no compromise.

Service We are all in the hospitality business; we must always seek to serve our guests and gain their trust, goodwill and loyalty. Happiness We seek to build an organisation with people who choose to be happy, and will endeavour to influence our guests and co-workers to be happy too. Teamwork We will succeed or fail as a team. Each one of us must respect our colleagues regardless of their rank, and we must work together to ensure our mutual success.

Accountability Each one of us will be held accountable for the successful execution of our duties, commitments and obligations, and we will strive to lead by example. Why Aviation? What gladdened Dr. Vijay Mallya must have been a Cabinet decision on Wednesday, October 20, 2004, which hiked the permitted foreign direct investment (FDI) limit in domestic airlines to 49% from the existing 40%. This move is expected to help fledgling airlines like Kingfisher and Air Deccan. Jet and Sahara lobbied till the last, some political parties (leftists) tried to muddy the waters, but the skies were opening up and Dr. Mallya had cause for cheer. The bogey of national security concerns raised by the Jet-Sahara cartel failed. More than the 9% hike, the decision also signaled to domestic airlines and foreign investors that the government was serious on aviation reform. Starting a low cost airline is not the most difficult part, because to start a low cost service with nation wide operations,
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Assuming that the airplanes are leased the cost is typically between $20-40mn; depending on the scale of operations (a full scale carrier will need investment of around $70-80mn).

A regional service can be started at a much lower cost - around $10-15mn. Low cost carriers can break even in a year or two or at most three. New airlines typically have a major cost advantage, especially for labor, over established (mostly state-owned carriers like Indian Airlines or Air China).

Air transport is the obvious solution for mobility, if fares can be kept low (as compared to train fares).

Why India?

Every Indian should fly. There are approximately one billion people & only about 0.05% of them fly. India is 3rd fastest growing domestic aviation market in the world. (last year growth was 23% & will maintain 20% growth in next five years)

Indian Subcontinent is the third largest market for new aircraft in Asia, behind China (1790) & Japan (640).

More and more middle class families now prefer air travel to traditional rail travel. [Growing Middle-Class (income over Rs.90,000 p.a.)

People having greater disposable incomes. In 2003, 10 million Indians traveled by air domestically. In 2004, 25 million took to the skies within India and 6 million Indians traveled abroad.

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The more the merrier, More could take to the skies in the months and years to come, as wallet friendly new players like Kingfisher airlines spruced up plans to enter the aviation segment.

According to CAPA (Centre for Asia-Pacific aviation) forecasts, the total air traffic will rise by 5 million actual passengers each year over the next 10 years.

Swift liberalization of the Indian market. With the ending of government protection for Indian Airlines, the adoption of an open skies agreement with the United States and the loosening of a previously tightly restrictive quota pact with Britain. India is an exciting aviation market.

2.8 Welcome Kingfisher Airlines!

Kingfisher Airlines commenced commercial operations on 9 May, with its maiden service from Bangalore to Mumbai with 174-seat A320 aircraft.

Other details include:

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Fleet: To operate a minimum of 33 aircraft within the next two years and 55 by 2010; Fares: Bangalore-Mumbai fares are at least 35% lower than Indian Airlines and Jet Airways; Network: Bangalore-Mumbai frequency increased from two to three times daily on 20 May. Bangalore-Delhi service commences on 6 June.

According to UB Group Chairman, Vijay Mallya, the airline plans to acquire 11 aircraft by December this year and buy one aircraft every month from January 2006. Dr. Mallya is optimistic about the prospects for the airline, which is targeting Indias increasingly affluent middle large. If you look at the emerging India, by 2010 there will be a new generation of consumers of about 150 million. Who are these people? These are youngsters who are earning money out of information technology, biotechnology, entrepreneurs?people who have a much greater propensity to spend than when I was young, said Dr Mallya. Air Deccan Managing Director GR Gopinath welcomed Kingfisher, stating the move would energise the market. According to Capt Gopinath, there is a tremendous need for airline capacity as the requirement is huge. Kingfisher Airlines has contracted Indian Airlines to operate government mandated socio-economic routes on its behalf. Airlines operating on trunk routes in India are obligated to operate a certain proportion of capacity to remote regions. This forms part of a INR1.2 billion agreement with Indian Airlines for outsourcing of ground handling and maintenance services for a minimum of two years. Meanwhile, Kingfisher Airlines is offering 1,000 one-way tickets each day priced at INR2,999 (USD69.20) on Mumbai-Bangalore service in May (travel dates not disclosed), and 1,000 one-way tickets each day priced at INR4,999 on Bangalore-Delhi service in June. The airline is seeking to launch Delhi-Mumbai service in August 2005.

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CHAPTER-3 LEARNING AND TRAINING

Irrespective of the type or method of training, a trainer has to keep in mind some of the principles of learning or motivation, which would enhance internationalization of what is taught. Motivation A trainee needs to have a desire to learn and benefit from the programme. If the is not interested, or is de-motivated, the learning outcome is going to be insignificant and the company will have spent its money badly. On the other hand, being too intense about learning and outcome may result in setting over ambitious goals for the individual. Reinforcement Following on the concept of motivation is that of reinforcement. For learning to take place and be internalized to the desired extent, a trainee is rewarded or given some encouragement. This reinforcement, or the acknowledgement that what has been acquired is desirable, can be either an extrinsic or intrinsic reward-external praise or

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some tangible reward, or the individuals feeling of a sense of progress. Current stress is on positive support and helpful behavior, even when mistakes are made. Feedback During the training process, it is useful for the trainee to be told how he is progressing. Several researchers have confirmed that knowledge of results is an effective motivator. Constant and periodic feedback has positive effects on the trainees learning. Unless the trainee knows how close his performance comes to the desired standard, he will not have an opportunity to improve. Feedback therefore provides a basis for correcting oneself. Secondly, feedback helps to sustain the trainees interest in the task, or in each learning that is taking place, by bringing greater involvement with the learning process. If feedback is to be meaningful, it should follow a learning segment as quickly as possible. Transfer of Learning The maximum use of training can be made if the trainee is able to transfer his learning to his actual work role. This is possible if identical elements are incorporated in the training situation from the job role, either existing or proposed. The more similar the learning situation is to the job situation, the higher the degree of transfer the trainee can expect, and hence the grater the relevance of the training programme. Repetition Repetition etches a pattern into our memory, e.g., when one studies for an examination, it is necessary to repeatedly to over ideas so that they can be recalled later. Relevance Relevance relates to the meaningful fuse of material, which aids learning, e.g., trainers usually explain in the overall purpose of a job to trainees before assigning them a particular task. 3.1 TRAINING INPUTS
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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. TRANSFEREES 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 transferee 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

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as he goes along and attention has to be paid to training in the tasks responsibilities and personal skills necessary for effective performance. 4. NEW PLANT OR EQUIPMENT

and the

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 installed, when more thorough training is needed. 6. NEW STANDARDS, RULES AND PRACTICES Changes in any one these are likely to be conveyed by printed note or by word of mouth by the manager to his subordinates, and this can be the most satisfaction way of dealing with the change from the point of view of getting those affected to understand their new responsibility. However not all changes under this heading can be left to this sort of handling. Even the simplest looking instruction may be regarded as undesirable or impracticable by whoever has to perform it he may not understand the purpose behind the change and lose confidence in a management which he now believes to be messing about, or he may understand the purpose and have a better alternative to offer if it is not too late. IT up dates are

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7. NEW RELATIONSHIP AND AUTHORITIES These can arise, as a result of management decisions, in a number of ways. In examples, the recognition of the accounts department can result in a realization of responsibilities between the section leaders of credit control, invoicing and customer records, although there is no movement of staff between the sections (i.e. no transfers). Although the change in work content for each clerk and supervisor is defined clearly for each person in the new procedures, there is nevertheless a need for each person to know where he stands in the new set up, which is responsible for what, and where to direct problems and enquiries as they arise in the future. 8. MAINTENANCE OF STANDARDS We are here concerned with maintenance of standards through training, for it must be remembered that supervision and inspection and qualify control are continuously responsible for standards and exercise their own authorities to this end. Although it is generally agreed that some retraining from time to time, taking varied forms even for the on group of employees, does act as both a reminder and a stimulus, there is not much agreement on the next frequency and form that such retraining should take, of there is as yet little scientific knowledge on this subject which is of much use in industrial situations. 9. THE MAINTENANCE OF ADAPTABILITY Again, whilst there is little scientific study of the loss of ability to learn new skills in those cases where people spend a long time without change, and without the need to learn, there is increasing evidence in current experience to suggest that this is the case in industrial employment. Add, of course, there is the inference arising from the laboratory experiments of psychologists. 10. 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 organisation, culture, employee empowerment and so on. Initial training in
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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. 11. 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. 3.2 BENEFITS OF TRAINING Employees and the organization need to realize the importance of contribution and learning for mutual growth and development. 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 them 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 act as a retention tool by motivating employee to the vast opportunities for growth available in an organization. 3.3 THE EVALUATION OF TRAINING
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Training is the answer to deal with

stagnation stage by constantly updating it in every field. Other benefits 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. We shall see that at the level of pure training there is an evaluation to be made, but that the principal evaluation is at a higher level in the chain. First the chain of intentions is clear at the outset 1. The forecourt attendants were to receive training to a defined level of competence. 2. They were then to apply their new capability correctly during the service that they gave to motorists. 3. The motorists would respond to this with a reaction of pleasure and would tend to use that particular station rather more, thus increasing the amount of gasoline sold. 4. The increased sales, and negligible increased costs, would improve the revenue and the profits. A TRAINING TOOL: INSPIRING OTHERS In the new era new era, challenges for the trainer are to create learning environment. Trainer needs to innovate new ways design and deliver the training inputs. Wide range of technique like interactive methods like teaching, experiential learning cases inventories games, including humour. Where as we have the ancient way of story telling as a powerful tool to create learning for adult managers of industry. Sharing ones own perception, experience and ideas learning value can be increased exponentially.
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Methods of Training There are various methods of training, which can be divided in to cognitive and behavioral methods. Trainers need to understand the pros and cons of each method, also its impact on trainees keeping their background and skills in mind before giving training. Cognitive methods are more of giving theoretical training to the trainees. The various methods under Cognitive approach provide the rules for how to do something, written or verbal information, demonstrate relationships among concepts, etc. These methods are associated with changes in knowledge and attitude by stimulating learning. The various methods that come under Cognitive approach are:

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. Training is basically incomplete without lecture. When the trainer begins the training session by telling the aim, goal, agenda, processes, or methods that will be used in training that means the trainer is using the lecture method. It is difficult to imagine training without lecture format. There are some variations in Lecture method. The variation here means that some forms of lectures are interactive while some are not. Straight Lecture: Straight lecture method consists of presenting information, which the trainee attempts to absorb. In this method, the trainer speaks to a group about a topic. However, it does not involve any kind of interaction between the trainer and the trainees. A lecture may also take the form of printed text, such as books, notes, etc. The difference between the straight lecture and the printed material is the trainers intonation, control of speed, body language, and visual image of the trainer. The trainer

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in case of straight lecture can decide to vary from the training script, based on the signals from the trainees, whereas same material in print is restricted to what is printed. A good lecture consists of introduction of the topic, purpose of the lecture, and priorities and preferences of the order in which the topic will be covered. Main Features of Lecture Method Some of the main features of lecture method are:

Inability to identify and correct misunderstandings Less expensive Can be reached large number of people at once Knowledge building exercise Less effective because lectures require long periods of trainee inactivity Demonstration Training Method

This method is a visual display of how something works or how to do something. As an example, trainer shows the trainees how to perform or how to do the tasks of the job. In order to be more effective, demonstration method should be should be accompanied by the discussion or lecture method. To carry out an effective demonstration, a trainer first prepares the lesson plan by breaking the task to be performed into smaller modules, easily learned parts. Then, the trainer sequentially organizes those modules and prepares an explanation for why that part is required. While performing the demonstration, trainer: Demonstrates the task by describing how to do, while doing

Helps the focusing their attention on critical aspects of the task Tells the trainees what you will be doing so they understand what you will be showing them Explains why it should be carried out in that way

The difference between the lecture method and the demonstration method is the level of involvement of the trainee. In the lecture method, the more the trainee is involved. The financial costs that occur in the demonstration method are as follows:
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Cost of training facility for the program Cost of materials that facilitate training Food, travel, lodging for the trainees and the trainers Compensation of time spent in training to trainers and trainees Cost related to creating content, material Cost related to the organization of the training

After completing the demonstration the trainer provide feedback, both positive and or negative, give the trainee the opportunity to do the task and describe what he is doing and why.

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. The Discussion method consists a two-way flow of communication i.e. knowledge in the form of lecture is communicated to trainees, and then understanding is conveyed back by trainees to trainer. Understanding is conveyed in the form of verbal and non-verbal feedback that enables the trainer to determine whether the material is understood. If yes, then definitely it would help out the trainees to implement it at their workplaces and if not, the trainer may need to spend more time on that particular area by presenting the information again in a different manner. Questioning can be done by both ways i.e. the trainees and the trainer. When the trainees ask questions, they explain their thinking about the content of the lecture. A trainer who asks questions stimulates thinking about the content of the lecture. Asking and responding questions are beneficial to trainees because it enhance understanding and keep the trainees focused on the content. Besides that, discussions, and
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interactions allow the trainee to be actively engaged in the material of the trainer. This activity helps in improving recall. 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: According to a recent survey, about 75% of the organizations are providing training to employees through Intranet or Internet. Internet is not the method of training, but has become the technique of delivering training. 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. COACHING Coaching is one of the training methods, which is considered as a corrective method for inadequate performance. According to a survey conducted by International Coach Federation (ICF), more than 4,000 companies are using coach for their executives. These coaches are experts most of the time outside consultants. A coach is the best training plan for the CEOs because

It is one-to-one interaction It can be done at the convenience of CEO It can be done on phone, meetings, through e-mails, chat It provides an opportunity to receive feedback from an expert It helps in identifying weaknesses and focus on the area that needs improvement
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This method best suits for the people at the top because if we see on emotional front, when a person reaches the top, he gets lonely and it becomes difficult to find someone to talk to. It helps in finding out the executives specific developmental needs. The needs can be identified through 60 degree performance review.

3.4

PROCEDURE OF THE COACHING The procedure of the coaching is mutually determined by the executive and procedure is followed by successive counseling and meetings at the

coach. The

executives convenience by the coach. 1. Understand the participants job, the knowledge, skills, and attitudes, and resources required to meet the desired expectation 2. Meet the participant and mutually agree on the objective that has to be achieved 3. Mutually arrive at a plan and schedule 4. At the job, show the participant how to achieve the objectives, observe the performance and then provide feedback 5. Repeat step 4 until performance improves. For the people at middle-level management, coaching is more likely done by the supervisor; however experts from outside the organization are at times used for upand-coming managers. Again, the personalized approach assists the manger focus on definite needs and improvement 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 The meetings are not as structured and regular than in coaching. Executive mentoring is generally done by someone inside the company. The executive can learn a lot from mentoring. By dealing with diverse mentees, the executive is given the chance to grow professionally by developing management skills and learning how to work with people
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with diverse background, culture, and language and personality types Executives also have mentors. In cases where the executive is new to the organization, a senior executive could be assigned as a mentor to assist the new executive settled into his role. Mentoring is one of the important methods for preparing them to be future executives. This method allows the mentor to determine what is required to improve mentees performance. Once the mentor identifies the problem, weakness, and the area that needs to be worked upon, the mentor can advise relevant training. The mentor can also provide opportunities to work on special processes and projects that require use of proficiency. 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 For the executive, job rotation takes on different perspectives. The executive is usually not simply going to another department. In some vertically integrated organizations, for example, where the supplier is actually part of same organization or subsidiary, job rotation might be to the supplier to see how the business operates from the supplier point of view. Learning how the organization is perceived from the outside broadens the executives outlook on the process of the organization. Or the rotation might be to a foreign office to provide a global perspective. For managers being developed for executive roles, rotation to different functions in the company is regular carried out. This approach allows the manger to operate in diverse roles and understand the different issues that crop up. If someone is to be a corporate leader, they must have this type of training. A recent study indicated that the single most significant factor that leads to leaders achievement was the variety of experiences in different departments, business units, cities, and countries.
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An organized and helpful way to develop talent for the management or executive level of the organization is job rotation. It is the process of preparing employees at a lower level to replace someone at the next higher level. It is generally done for the designations that are crucial for the effective and efficient functioning of the organization.

Benefits of 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 Assessment of the employees who have the potential and caliber for filling the position

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 Need Analysis (TNA) An analysis of training need is an essential requirement to the design of effective

training. The purpose of training need analysis is to determine whether there is a gap between what is required for effective performance and present level of performance.
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Why training need analysis? Training need analysis is conducted to determine whether resources required are available or not. It helps to plan the budget of the company, areas where training is required, and also highlights the occasions where training might not be appropriate but requires alternate action. Corporate need and training need are interdependent because the organization performance ultimately depends on the performance of its individual employee and its sub group. Organizational Level Training need analysis at organizational level focuses on strategic planning, business need, and goals. It starts with the assessment of internal environment of the organization such as, procedures, structures, policies, strengths, and weaknesses and external environment such as opportunities and threats.After doing the SWOT analysis, weaknesses can be dealt with the training interventions, while strengths can further be strengthened with continued training. Threats can be reduced by identifying the areas where training is required. And, opportunities can be exploited by balancing it against costs. For this approach to be successful, the HR department of the company requires to be involved in strategic planning. In this planning, HR develops strategies to be sure that the employees in the organization have the required Knowledge, Skills, and Attributes (KSAs) based on the future KSAs requirements at each level Individual Level Training need analysis at individual level focuses on each and every individual in the organization. At this level, the organization checks whether an employee is performing at desired level or the performance is below expectation. If the difference between the expected performance and actual performance comes out to be positive, then certainly there is a need of training. However, individual competence can also be linked to individual need. The methods that are used to analyze the individual need are: Appraisal and performance review Peer appraisal Competency assessments
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Subordinate appraisal Client feedback Customer feedback Self-assessment or self-appraisal

Operational Level Training Need analysis at operational level focuses on the work that is being assigned to the employees. The job analyst gathers the information on whether the job is clearly understood by an employee or not. He gathers this information through technical interview, observation, psychological test; questionnaires asking the closed ended as well as open ended questions, etc. Today, jobs are dynamic and keep changing over the time. Employees need to prepare for these changes. The job analyst also gathers information on the tasks needs to be done plus the tasks that will be required in the future. Based on the information collected, training Need analysis (TNA) is done.

Training-Design The design of the training program can be undertaken only when a clear training objective has been produced. The training objective clears what goal has to be achieved by the end of training program i.e. what the trainees are expected to be able to do at the end of their training. Training objectives assist trainers to design the training program. The trainer Before starting a training program, a trainer analyzes his technical, interpersonal, judgmental skills in order to deliver quality content to trainers The trainees A good training design requires close scrutiny of the trainees and their profiles. Age, experience, needs and expectations of the trainees are some of the important factors that affect training design. Training climate A good training climate comprises of ambience, tone, feelings, positive perception for training program, etc. Therefore, when the climate is favorable
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nothing goes wrong but when the climate is unfavorable, almost everything goes wrong. Trainees learning style the learning style, age, experience, educational background of trainees must be kept in mind in order to get the right pitch to the design of the program Training strategies Once the training objective has been identified, the trainer translates it into specific training areas and modules. The trainer prepares the priority list of about what must be included, what could be included. Training topics After formulating a strategy, trainer decides upon the content to be delivered. Trainers break the content into headings, topics, ad modules. These topics and modules are then classified into information, knowledge, skills, and attitudes. Sequence the contents Contents are then sequenced in a following manner: From simple to complex Topics are arranged in terms of their relative importance From known to unknown From specific to general Dependent relationship Training tactics Once the objectives and the strategy of the training program becomes clear, trainer comes in the position to select most appropriate tactics or methods or techniques. The method selection depends on the following factors: Trainees background Time allocated Style preference of trainer Level of competence of trainer Availability of facilities and resources, etc Support facilities It can be segregated into printed and audio visual. The various requirements in a training program are white boards, flip charts, markers, etc. Constraints The various constraints that lay in the trainers mind are: Time
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 Accommodation, facilities and their availability Furnishings and equipments Budget Design of the training, etc Training Implementation To put training program into effect according to definite plan or procedure is called training implementation. Training implementation is the hardest part of the system because one wrong step can lead to the failure of whole training program. Even the best training program will fail due to one wrong action. Training implementation can be segregated into: Practical administrative arrangements Carrying out of the training Implementing Training Once the staff, course, content, equipments, topics are ready, the training is implemented. Completing training design does not mean that the work is done because implementation phase requires continual adjusting, redesigning, and refining. Preparation is the most important factor to taste the success. Therefore, following are the factors that are kept in mind while implementing training program: The trainer The trainer need to be prepared mentally before the delivery of content. Trainer prepares materials and activities well in advance. The trainer also set grounds before meeting with participants by making sure that he is comfortable with course content and is flexible in his approach. Physical set-up Good physical set up is pre-requisite for effective and successful training program because it makes the first impression on participants. Classrooms should not be very small or big but as nearly square as possible. This will bring people together both physically and psychologically. Also, right amount of space should be allocated to every participant.
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Establishing rapport with participants There are various ways by which a trainer can establish good rapport with trainees by: Greeting participants simple way to ease those initial tense moments Encouraging informal conversation Remembering their first name Pairing up the learners and have them familiarized with one another Listening carefully to trainees comments and opinions Telling the learners by what name the trainer wants to be addressed Getting to class before the arrival of learners Starting the class promptly at the scheduled time Using familiar examples Varying his instructional techniques Using the alternate approach if one seems to bog down Reviewing the agenda At the beginning of the training program it is very important to review the program objective. The trainer must tell the participants the goal of the program, what is expected out of trainers to do at the end of the program, and how the program will run. The following information needs to be included: Kinds of training activities Schedule Setting group norms Housekeeping arrangements Flow of the program Handling problematic situations Training Evaluation The process of examining a training program is called training evaluation. Training evaluation checks whether training has had the desired effect. Training evaluation ensures that whether candidates are able to implement their learning in their respective workplaces, or to the regular work routines.

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Purposes of Training Evaluation The five main purposes of training evaluation are: Feedback: It helps in giving feedback to the candidates by defining the objectives and linking it to learning outcomes. Research: It helps in ascertaining the relationship between acquired knowledge, transfer of knowledge at the work place, and training. Control: It helps in controlling the training program because if the training is not effective, then it can be dealt with accordingly. Power games: At times, the top management (higher authoritative employee) uses the evaluative data to manipulate it for their own benefits. Intervention: It helps in determining that whether the actual outcomes are aligned with the expected outcomes. Process of Training Evaluation Before Training: The learners skills and knowledge are assessed before the training program. During the start of training, candidates generally perceive it as a waste of resources because at most of the times candidates are unaware of the objectives and learning outcomes of the program. Once aware, they are asked to give their opinions on the methods used and whether those methods confirm to the candidates preferences and Learning style. During Training: It is the phase at which instruction is started. This phase usually consist of short tests at regular intervals After Training: It is the phase when learners skills and knowledge are assessed again to measure the effectiveness of the training. This phase is designed to determine whether training has had the desired effect at individual department and organizational levels. There are various evaluation techniques for this phase. Techniques of Evaluation The various methods of training evaluation are: Observation Questionnaire Interview
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 Self diaries Self recording of specific incidents

Quality Particularly in those industries, which have to compete in international markets, the management made clear links between training policies and the quality of work. Change in Corporate culture Continuous training was used to transmit new business strategies and new organisation culture. Organisational Development In some organisation where financial responsibilities were being decentralized, the training function was also getting decentralized. In other training dept was abolished altogether and all managers were made responsible for instruction and training. Flexible working practices Company made a major training program after making two third work forces redundant. This involved both vocational training and encouraging employee to take educational courses in their free time. Training and employment package In certain companies training formed part of the pay packet offered to employees. It also had a bearing on the Lab our turnover percentage of employee. In other way we can say its like cost to company. Corporate structure In some instances I became difficult for managers to meet business objectives because they had in sufficient control over recruitment and training decision. In some other cases rivalries between different divisions of same company, prevented the integration of coherent training and personal policies at central level.

3.5 Stakeholders in Training

There are three major stakeholders in training program 1. The Organization
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2. The Trainee
3. The Trainer

Stakeholders in the training take a training plan forward, perhaps over a period of one year, and sets parameters and priorities for the implementation stage. General Questions, which are asked in relationships to the training systems, are: 3.6 What type of training is required? Why the training is required? What is the budget of the training? What are the most sensitive and critical areas? How the training will be carried out? By whom the training program will be carried out? Where and when will the training program be carried out? TRAINING EFFECTIVENESS Cutting edge of competition today demands every organization, to measure its activities in terms of effectiveness, efficiency, excellence (triple E). To achieve this triple C a lot of investment is made by the organization but the sword of sure short success hangs on the head of the HRD manager, this is because he has to handle the most complex resource i.e. human resource. The next toughest thins is to maintain is the ROI (return on investment) of training and development. It is not only the ROI but the performance management, retention level, motivation, morale, creativity, innovation conflicts, loyalty and commitment etc. of the manpower which are not easy to handle. Keeping all these factors in mind the focus of vision falls on training and development. The training effectiveness is obviously in terms of enhanced skill and knowledge to achieve the present goals, through the increased learnt behavior. In the process of training effectiveness is the most important /vital area, where by the individual and organizational goals are integrated to bring about the desired performance levels. How to reduce the gap?
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3.7

NEW ELECTRONIC TECHNOLOGIES IN TRAINING

1) Interactive computer video technology: The use of computers and videotapes in the field of training is now well established. Some leading institution like MANAGE, Hyderabad is using this technology in training programme. 2) Broadcast television / cable television: Televisions system in which programme is sent out by radio wave and are seen on television. Indira Gandhi National Open University (IGNOU) is very well using this technology its educational and training programme. 3) Computer aided instruction: An educational concept which places the student in a conversational mode with a computer which has programmed study plan. The programmed course selects the next topic or phase of study according to previous responses from the student allowing each student to progress at pace directly to his or her learning capability. 4) Interactive video /interactive compute: The phrase interactive video refers to a video programme with which user (trainee) can interact. Interactivity takes place between user and the system, some thing for IC also, the system composed of four basic components (1) monitor or video display unit (2) video tape or video disc (3) a computer (4) a disc drive, the computer controls the video or video disc. Disc drive loads a programme into the computer. 5) Tele-conferencing: A two way audio and one way video system. It is used nowadays by many institutions for education and training purpose.

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3.8

Induction programme
An induction programme is the process used within many businesses to

welcome new employees to the company and prepare them for their new role. Induction training should include development of theoretical and practical skills, but also meet interaction needs that exist among the new employees Induction Programs are designed to create just right impression about the company, its mission, culture and policies among new recruits it also give the idea about company. A well-planned carefully designed Induction Program will go a long way in clearing a path of fresh employee. Induction Program for employee helps them develop a bond & feeling of oneness which make leaving the organization difficult. Its more of a family. For freshers induction program tell that about workplace, some work related tips because they are fresher they have no practical knowledge so they also get some comfort . Why its necessary ? When any employee enter in a organization he normally feels blank about the company so if we dont provide him proper Induction Program he remains blank & Whatever he / she gets the information about the company from the employees whether right or wrong he also starts thinking in a same manner. So if we provide them induction program this condition will not come. 3.9 Benefits of an induction programme

An induction programme is an important process for bringing staff into an organisation. It provides an introduction to the working environment and the set-up of the employee within the organisation. The process will cover the employer and employee rights and the terms and conditions of employment. As a priority the induction programme must cover any legal and compliance requirements for working at the company and pay attention to the health and safety of the new employee. An induction programme is part of an organisations knowledge management process and is intended to enable the new starter to become a useful, integrated
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member of the team, rather than being "thrown in at the deep end" without understanding how to do their job, or how their role fits in with the rest of the company. Good induction programmes can increase productivity and reduce short-term turnover of staff. These programs can also play a critical role under the socialization to the organization in terms of performance, attitudes and organizational commitment [2]. A typical induction programme A typical induction programme will include at least some of the following:

any legal requirements (for example in the UK, some Health and Safety training is obligatory) any regulatory requirements (for example in the UK banking sector certain forms need to be completed) introduction to terms and conditions (for example, holiday entitlement, how to make expense claims, etc) a basic introduction to the company, and how the particular department fits in a guided tour of the building completion of government requirements (for example in UK submission of a P45 or P60) set-up of payroll details introductions to key members of staff specific job-role training

Best practise In order to fully benefit the company and employee, the induction programme should be planned in advance. A timetable should be prepared, detailing the induction activities for a set period of time (ideally at least a week) for the new employee, including a named member of staff who will be responsible for each activity. This plan should be circulated to everyone involved in the induction process, including the new starter. If possible it should be sent to the new starter in advance, if not co-created with the new starter [3] It is also considered best practise to assign a buddy to every new starter. If possible this should be a person who the new starter will not be working with directly, but who can
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undertake some of the tasks on the induction programme, as well as generally make the new employee feel welcome. (For example, by ensuring they are included in any lunchtime social activities.) When thinking about what a good induction programme looks like, it is almost easier to think about what it shouldnt be, i.e. death by PowerPoint, delivered by an untrained facilitator who likes the sound of their own voice. Here are four key pointers to getting your induction programme right. 1. Interactive A good induction programme, like any good training programme, should be interactive. Delegates should be invited to discuss and respond to information, not just sit passively soaking it all up (people often forget most of what is just told to them.) As early as 450BC, Confucius said Tell me and I will forget. Show me and I may remember. Involve me and I will understand. This idea is the principle of accelerated learning and all good training design theory. Induction programmes usually require a lot of information to be imparted, but this can still be done in fun ways: quizzes, treasure hunts, scenarios, mind map exercises and any number of activities. We even print policies onto jigsaw puzzles and have races to build the jigsaw before discussing the content. This is far more effective than hundreds of tedious slides. The training environment should always be a relaxing, fun environment so that delegates can really feel comfortable to open up and take in new information especially important when they might be suffering from first-day nerves. 2. Tailored A training manager once said to her colleague: Oh by the way, we have three new starters tomorrow. Oh right. Ill just get the folder down, was the breezy reply. Down came a huge white ringbinder from a top shelf, packed with photocopies of policies and procedures in tiny print. I was appalled. My response would have been: Where are the HR files on the new starters and why was I not notified about this last week? A good induction programme will be tailored to the individuals. A personalised folder, name badge and a trainer who is familiar with at least the basics of their CV can be a
49

very comforting welcome to a new starter who feels overwhelmed and anxious. With smaller induction groups there should be the opportunity to tailor information and focus onto the areas that will benefit them the most. If they are all going to be based full-time at one site then the awareness of other sites may be helpful but they do not need an indepth seating plan. Content can also be flexed depending on the background of the new starters. If all are coming from elsewhere within the contact centre industry then there is no need to spend a long time on the basic this is what a contact centre is. If you have expertise in the room acknowledge it! 3. Well delivered The induction is the first real opportunity the new starters get to experience their new employer properly. If the trainer is not a good speaker or does not facilitate well, then the new starter may very quickly become bored and disillusioned and may even question their choice of employment. Induction trainers should be selected for their training delivery skill and their knowledge and experience of the company. The trainer should be able to build a good rapport with delegates and put them at ease, and the evidence of this should be that the trainer is positively thought of and remembered long after the induction training is finished. How do people greet your company trainers when they pass them in the corridor? Your trainers may benefit from some tips on designing new and engaging activities or need some feedback or coaching on their delivery and facilitation styles. Most organisations also have the opportunity to deliver some content on-line using an intranet or bespoke training package that allows new starters to complete sections of training individually. This can provide a break from traditional training. However, I am aware of some organisations where people have been able to cheat their way through the on-line induction training system and not really absorb the learning. Some reviews and discussions in the group workshop environment afterwards may be helpful.

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4. Well structured How long should my induction programme be? This is a difficult question for me to answer without knowing what needs to be in it. What needs to be in it? is a difficult question for me to answer without knowing exactly who your organisation is and what you do. However, here are some simple things to consider:

3.10 IMPORTANCE OF INDUCTION

1. INTRODUCTION: Recruitment and Training are a major cost therefore needs to maximize staff retention to ensure that this investment is not wasted. The initial impression of an Organisation on an employee usually stays with them, and it is therefore important to make this experience a positive one. Induction is a greatly neglected area of management policy which aims to achieve just this. The New members of staff need to have basic information about their terms and condition of employment, immediate working environment. However, this is not enough. People whatever their industry or profession; want to know how they fit into the organization as whole and how their work relates to that of other people and other departments. Naturally they also want to meet their colleagues and line managers. All these things should be covered in an Induction Scheme. However, all too often there is no formalized system for ensuring that this takes place. Recruits are left to pick things up as they go along or taken on the traditional handshake tour. This is simply asking the new employee to adopt an indifferent attitude towards the organization, thereby reducing the chances of that employee staying long enough to contribute their full potential. Labor turnover cost money too. In addition it reveals an unacceptable wastage of an organizations human resources; the most valuable assets it has. Induction Programmers assist in reducing labor turnover by integrating new employees effectively into the organisation. THE PROCESS OF INDUCTION: Induction is the process by which new employees are integrated into an
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organization so that they become productive as soon as possible. In order to ensure that this happens quickly and effectively, the process needs to be planned, managed and adopted into the organizations overall training plans. In order to arrive at an induction action plan there are three main questions to be considered. 1. What should we tell them? 2. Who should tell them? 3. When should they be told? 2. WHAT SHOULD WE TELL THEM? There are five main categories of information that should be given to new employees. A. ORGANISATIONAL INFORMATION This should include information about the Organization including size, history, and if appropriate details of who the parent company is and / or its subsidiaries. It is important that employees know exactly who it is that they are working for. B. PROCEDURAL INFORMATION This comprises information concerning organisational procedures which affect all members of staff. The information provided should include: Terms and conditions of employment Disciplinary and grievance procedures Safety & House Keeping procedures

Rules on entering and leaving the premises. Various Formats systems C. JOB INFORMATION This relates to what is necessary for a new employee to know in order to do a job effectively. The information provided should include: A job description detailing the major tasks and accountability of the job. Details of any training which is involved.
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Procedures for obtaining equipment, stationery, or tools. A copy of relevant sections of an organisation chart as it is important to inform recruits not only of what they have to do but also why it is important and how it fits into the department and organization. D. PERSONAL INFORMATION This is the area which affects a new employees private life and personal needs, for example; how salaries are paid, where to eat, and the location of the toilet facilities. Everybody has anxieties on starting a new job and to have to ask about these fundamentals only adds additional stress. E. TEAM INFORMATION Team information will provide knowledge of all those things which will encourage employees to integrate into the working group. This category needs to cover the informal as well as formal aspects of working life, e.g. the fact that we all go for a pint at lunch time on Fridays can be more important to this process then knowing who the shop steward is. 3. WHO SHOULD TELL THEM? The golden rule governing the passing on of information is that when in doubt, the informant should be the new employees immediate line manager or supervisor. However, there are a number of people who could be involved. A. THE HUMAN RESOURCES DEPARTMENT The main role of the Human Resources department in Induction is in devising and maintaining an effective system. Initial Induction may be done in group sessions or individually, depending on the organization. In either case personnel should be responsible for providing information on specialist areas such as contracts of employment, administrative procedures of the organization, Leave administration, safety & house keeping activities etc. They can also be responsible for passing on organizational and procedural information.
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B. THE IMMEDIATE BOSS This is the person who has the greatest vested interest in an effective Induction procedure and who is responsible for ensuring that the employee gets the right balance between job, personal and group factors. Induction also represents and ideal opportunity for boss and subordinate to get to know one another and to start developing their working relationship. Responsibility for the Induction of a new recruit should never be delegated. Other people in the department may become involved, but the immediate line manager should introduce them to the new employee and follow up to ensure that their work has been satisfactorily carried out. C. ON JOB- TRAINER It can be of great benefit to give some responsibility for Induction to one of the new employees fellow workers. It can give the new recruit an opportunity to make a friend which will be particularly helpful in the passing on of personal and group information. Every working group develops its own unwritten customs and habits and for someone to unwittingly contravene these customs can be both embarrassing and humiliating. D. THE SHOP STEWARD / STAFF REPRESENTATIVE New employees should be introduced to their shop steward or staff representative. As well as being able to provide information, these people are important in making sure that the new employee is aware of the channels of communication within an organisation. E. DIRECTOR OR SENIOR MANAGER A short interview with one of the new recruit senior line managers will allow the recruit to recognize senior management and can give a wider appreciation of the role of the department. It also gives the manager an opportunity to meet every new recruit and to monitor the effectiveness of the Induction programme. 4. WHEN SHOULD THEY BE TOLD?
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Induction is a continuing process and may well spread over several days or weeks after the recruit starts work. New employees are only able to take in a limited amount of information at any one time, and the aim of a systematic induction programme should be to cover all the ground in the shortest effective time. A. PRE-EMPLOYMENT The Induction process begins during recruitment and selection. Before joining an organization, the new employee should be aware of the important terms and conditions of employment, and these should have been provided in writing. However, the recruit also needs to be given specific instruction for the starting day. These should include: Where and when to report Who to ask for What to bring Where to park Employers should also prepare for the recruits arrival by providing: All equipment, clothing, safety wear etc. A timetable for people who are involved in inducting the new employee. B. DAY ONE Whatever the size of the orgnaisation, what happens on the first day at work makes a big impression. Recruits should therefore be made to feel welcome by everybody that they meet. It is usual for new employees to report to the personnel department who will cover the essential paperwork with an employee either as part of a group induction or individually before taking them along to their department. Once all the necessary paperwork has been completed ; bank details, Provident Fund , ESIC forms etc, ; organizational and procedural Information (Employee Hand Book) should be given. This should include disciplinary and grievance procedures etc. New employees should be introduced to the people that they are going to work with so that there are some familiar faces in the department the next day. This should include the on-job trainer allocated to the recruit.
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It is important to remember to restrict the information given on day one in order to maximise what is retained by the employee. C. IN THE DEPARTMENT The aim of department Induction is to ensure that new employees settle down into their work and that their levels of performance reach a set standard as soon as possible. The complexity and length of the departmental Inductiion programme will vary according the job. Individuals should have their Induction programme detailed to them by their immediate line manager or supervisor. This means that they will understand what has been planned for them and will also allow them the opportunity to prepare questions in advance, minimising the tendency to only think of important things after the event. The areas covered at this stage are job information and personal information. These can be given by the immediate line manager or superivisor and the on-job trainer. The extent of the role of the on-job trainer will be dependent on their skills and experience help ensure that they do not break any of the unwritten laws of the workplace, as well as aiding the formal Induction process. D. FOLLW-UP INDUCTION After 8-12 weeks, the new employee should be settled into the organisation. Some will find this easier than others and some may develop problems which are potential reasons for leaving. All starters should therefore be followed-up individually and problems and concerns dealt with before they result in a possible resignation. A formal follow-up Induction also gives the opportunity to impart further information. Ex.; Education and Training facilities or transfer policies, which it was not appropriate to cover in the initial induction period. All new employees will have questions after this length of time and will probably want to know more about the organistion. It may therefore be appropriate to arrange
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a tour of another part of the company, Ex.; Corporate Office, Head Office or staff visit to all group of companies etc. 5. SPECIAL INDUCTION SOME SPECIAL CASES While the principles outlined so far are the guidelines to good Induction, there are some special cases. These require additional considerations over and above the normal Induction process. A. FRESHERS FROM THE INSTITUTIONS / COLLEGE LEVERS Most Technical Training Institutions (ITI) and Engineering college leavers will be nervous and excited about starting work and therefore need to be put at ease as soon as possible. They need to develop a positive attitude towards work and an effective Induction progremme provides an opportunity to ensure that any initial interest and enthusiasm which exists is developed and encouraged. The Induction programme for Fresher needs to place particular emphasis on ensuring that they appreciate their importance to the organization and understand where their job fits into the greater whole. In order to build commitment, there is a need to place considerable emphasis on why something should be done or done in a certain way, rather than just giving instructions. Opportunities for training and development should also be clearly outlined. The use of an on-job trainer or mentor can be of particular benefit to this category of new employee. A Fresher confidence can easily be destroyed and such assistance will In Fresh Graduate Induction tend to see their own objectives simply in terms of their own subject and need to develop an appreciation of the constraints in which they will work. Management trainees need to understand the business. For this process to be fully effective, it is essential that a Graduates Induction programme involves undertaking specific jobs or tasks at all stages. This will ensure that Induction is perceived by the Graduates as relevant. This helps to maintain their motivation and interest. Women returning to work have special anxieties. One of these may manifest itself
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as lack of confidence-feeling that they will not be able to cope because of the changes in working practices and technology. An effective Induction programme should recognize this and place particular emphasis on skills training. This will build confidence and enable the employee to feel that they can make a worthwhile and valued contribution to the organisation. 6. HOW INDUCTION IS CARRIED OUT Whatever the size or resources of an organization, Induction should be ; Part of a systematic plan Written down Recorded at each stage as completed Constantly monitored A. LARGE ORGANISATIONS In large organizations with a personnel and training department, group inductions can be arranged. These can cover the organizational and procedural information categories. It is useful to use visual aids such as films and slides whenever possible, as what is seen makes more impact than what is heard. Specialists should be used wherever possible to talk about their own subjects. These should include ; The Manager - HR (Terms and conditions of employment) The Security Officer (Security policies and procedures) The Health and Safety Officer ( Accident reporting and standards of health and safety procedures ) Concern department heads ( About the department proceedings)

B. SMALL ORGANISATIONS In small organizations with no personnel and Training department it is not possible to arrange group Inductions. Induction progremmes therefore need to be specifically tailored to each individuals needs from day one. The Induction will be wholly the responsibility of the new employees immediate line manager or supervisor. The same checklist for large organisations can be used, but the line manager or supervisor will have to decide who is best qualified within the organisation to cover
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the various items. This will then mean arranging meetings with specialist members of staff including ; The person responsible for wages and salaries The union / staff representative Managers / supervisors from other departments. It is essential that everybody involved is fully aware of the programme and the role that they are expected to play in it. 7. INDUCTION CHECK LIST The Induction Check List is a planner, which the HR department has to frame the planning of the new recruiter has to follow. Here is a model format for HR department, like that the concern HOD has to prepare the check list how to give the induction to the new recruiter in his department.

Chapter - 4 Research Methodology

4.1 Introduction The word research is derived from the Latin word meaning to know. It is a systematic and a replicable process which identifies and defines problems, within specified boundaries. It employs well designed method to collect the data and analyses the results. A research methodology defines what the activity of research is, how to proceed, how to measure progress, and what constitutes success. AI methodology is a jumbled mess. Different methodologies define distinct schools which wage religious wars against each other. Research methodology also considered as a movement, a movement from the known to the unknown. It is actually a journey of discovery.
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Research is an academic activity and as such the term should be used in a technical sense. According to Clifford woody research companies defining and redefining problems, formulating hypothesis or suggested solutions; collecting, organizing and evaluating data; making deductions and reaching conclusions; and at last carefully testing the conclusions to determine whether they fit the formulating hypothesis. Research is, thus, an original contribution to the existing stock of knowledge making for its advancement. It is the pursuit of truth with the help of study, observation, comparison and experiment. In short, the search for knowledge through objective and systematic method of finding solution to a problem is research. The systematic approach concerning generalization and the formulation of theory is also research.

4.2

Objective of research The purpose of research is to discover answers to questions through the

application of scientific procedures. The main aim of research is to find out the truth which is hidden and which has not been discovered as yet. Though each research study has its own specific purpose.

The objectives of my study are. To know the recruitment & selection procedures adopted in this company. To improve training and development programs used in the company. To know how the performance of the employees is being appraised. To provide better employee welfare. To increase the labor productivity.

4.3

Types of research

The basic types of research are as follows:

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1. Descriptive vs. Analytical :Descriptive research includes surveys and fact finding enquiries of different kinds. The major purpose of descriptive research is description of the state of affairs as it exists at present. In analytical research, on the other hand, the researcher has to use facts or information already available, and analyze these to make a critical evaluation of the material. 2. Applied vs. Fundamental :Research can be applied research or fundamental research. Applied research aims at finding a solution for an immediate problem facing a society or an industrial organization and whereas fundamental research is mainly concerned with generalizations and with the formulations of a theory. 3. Quantitative vs. Qualitative :Quantitative research is based on the measurement of quantity or amount. It is applicable to phenomena that can be expressed in terms of quantity. Qualitative research, on the other hand, is concerned with qualitative phenomenon, i.e., phenomena relating to or involving quality or kind. 4. Conceptual vs. Empirical :Conceptual research is that related to some abstract idea or theory. It is generally used by philosophers and thinkers to develop new concept or to reinterpret existing ones. On the other hand, empirical research relies on experience or observation alone. It id data-based research coming up with conclusions which are capable of being verified by observation or experiment. We can also call it as experimental type of research. 5. Some other types of research :All other types of research are variations of one or more of the above stated approaches, based on either the purpose of research, or

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the time required to accomplish research. On the environment in which research is done, or on the basis of some other similar factor.

4.4

Importance of research The role of research in several fields of applied economics, whether

related to business or to the economy as a whole, has greatly increased in modern times. The increasingly complex nature of business and government has focused attention on the use of research in solving operational problems. Research as an aid to economic policy, has gained added importance, both for government and business. Research provides the basis for nearly all government policies in our economic system. Through research we can devise alternative policies and can as well examine the consequences of each of these alternatives. Research is considered necessary with regard to the allocation of nations resources. Another area in government, where research is necessary, is collecting information on the economic and social structure of the nation. Such information indicates what is happening in the economy and what changes are taking place. Research as a tool to economic policy has three distinct phases of operation which are as under: Investigation of economic structure through continual collection of facts. Diagnosis of events that are taking place and the analysis of the forces underlying them. The prognosis, i.e., the prediction of future developments.

Research is equally important for social scientists in studying social relationship and in seeking answers to various social problems. Research in social sciences is concerned both with knowledge for its own sake and with knowledge for what it can contribute to practical concerns. Thus, research is the fountain of knowledge for the sake of knowledge and an important source of providing guidelines for solving different business, governmental
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and social problems. It is a sort of formal training which enables one to understand the new developments in ones field in a better way. 4.5 Process of research

Define research problem

Design research (including sample

Review concepts and theories Review previous research finding Interpret and report

Collect data (execution) Formulate hypotheses

Analysis data

There are two types of data collection method use in my project report. Primary data Secondary data.

For my project, I decided on primary data collection method for observing working of company and approaching customers directly in the field, telecalling, interviews, and through references to know their interest in business with company.

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Secondary data collection method was used by referring to IRDA and all other various websites, magazines and daily newspapers for collecting information regarding project under study.

4.6

AREA OF SAMPLING:

KINGFISHER CHANDIGARH

Random Sampling: All such subsets of the frame are given an equal probability. Each element of the frame thus has an equal probability of selection: the frame is not subdivided or partitioned. It is possible that the sample will not be completely random. Sampling elements: It consisted of non-management staff (working employees) of Kingfisher Airlines Corporate Office, Chandigarh. Sample size: It consisted of 100 employees of Kingfisher Airlines Corporate Office, Chandigarh.. They were asked to fill in the questionnaires that consisted of twenty questions. Selection of tool: Tool selected for collecting the information was getting the questionnaires (for performance appraisal) filled by the employees working in the various departments.

CHAPTER - 5 DATA ANALYSIS AND INTERPRETATIONS

Q1.Your Organization considers training as a part of organizational strategy. Do you agree with this statement?

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Response Agree Disagree Partly Agree Cant Say Total

No. Of Respondants 13 1 4 7 25 52 4 16 28 100

Percentage

Interpretation:The above graph indicates that Organization considers training as a part of organizational strategy. Q 2. How many training programmes will you attend in a year? Response Less than 10 10 - 20 20 40 No. of respondants 14 2 6
65

Percentage 56 8 24

More than 40 Total

3 25

12 100

INTERPRETATION:The above chart indicates that less training programmes are held in the organization.

Q 3. To whom the training is given more in your organization? Response Senior staff Junior staff No. of respondants 3 5
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Percentage 12 20

New staff Based on requirement Total

6 13 25

24 52 100

INTERPRETATION:Training is provided on the basis of requirement.

Q 4. What are all the important barriers to Training and Development in your organization? Response Time Money Lack of interest by staff No. of respondants 5 4 6
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Percentage 20 16 24

Non-availability of skilled trainer Total

10 25

40 100

INTERPRETATION:The above graph indicates that the important barriers to Training and Development in the organization is Non-availability of skilled trainers.

Q 5. Enough practice is given for us during training session? Do you agree with this statement? Respondants Strongly Agree Agree Somewhat agree Disagree No. of respondants 14 2 6 3
68

Percentage 56 8 24 12

Total

25

100

INTERPRETATION:This graph indicates that enough practice is given for employees during training sessions.

Q6. The training sessions conducted in your organization is useful. Do you agree with this statement? Respondants Strongly agree Agree Somewhat Disagree Total No. of respondants 15 5 5 0 25
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Percentage 60 20 20 0 100

INTERPRETATION:The above graph indicates that the training sessions conducted in the organization is useful.

Q7. Employees are given appraisal in order to motivate them to attend the training. Do u agree with this statement?

Respondants Strongly Agree Agree Somewhat Disagree Total

No. of respondants 14 6 3 2 25
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Percentage 56 24 12 8 100

INTERPRETATION:The above graph shows that Employees are given appraisal in order to motivate them to attend the training.

Q8. What are the skills that the trainer should possess to make the training effective? Respondants Technical skills People skills or Soft skills Generalist makes better Personnel managers than Specialist Fond of talking to people 5 20 No. of respondants 8 6 6 Percentage 32 24 24

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Total

25

100

INTERPRETATION:The above graph indicates that the trainer should possess technical skills to make the training effective Q9. What are the general complaints about the training session? Respondants Take away precious time of employees Too many gaps between the sessions Training sessions are unplanned Boring and not useful Total 4 10 6 5 25 No. of respondants Percentage 25 40 15 20 100

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INTERPRETATION:The above graph indicates that there are two many gaps between the training sessions.

Q10. Reason for shortage of skilled man power at workplace are : Respondats Lack of planning Lack of support from senior staff Lack of proper guidance and training at workplace Lack of quality education at primary and secondary level Total No. of respondants 5 10 8 2 25 Percentage 20 40 32 8 100

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INTERPRETATION:The above graph indicates that reason for shortage of skilled man power at workplace are lack of support from senior staff.

CHAPTER-6 LIMITATIONS
Every scientific study has certain limitations and the present study is no more exception. These are: 1. The terminology used in the subject is highly technical in nature and creates a lot of ambugity. 2. All the secondary data are required were not available. 3. Respondents were found hesitant in revealing opinion about supervisors and management.
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CONCLUSIONS/ SUGGESTIONS Under noted few suggestions cum conclusion can be taken as for implementation to reap further benefits. Making training and development process and entirely in house activity to reduce cost. It is found that the average age group of trainees are in their twenties or blood as enthusiasm is an integral part of the industry. The maximum emphasis is 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 reducation and training them. The training objective are in keeping with needs and abilities of the trainee and it is this that proves to 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. We think that time management is one of the thing on which Kingfisher Airlines team must emphasis so that there employee can be more productive as it was found during the visit to the corporate office people they lack in managing themselves. 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. Last but not least behavioural training is more important as while doing the study it was found that people are less cooperative and outgoing to help out.
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early

thirties which signifies that the consumer durable industry need more of young

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F IND INGS

1. The firms follow an effective training process.

2. The training is given to those employees who need it.

3. But the barrier for the training process in the organization is the non-availability of skilled trainers.

4. There are gaps between the training sessions organized by the company thats why trainees lost touch with that.

5. As the work load is much on employees therefore less attention is given to training sessions by the employees.

6. The Organization also appoints trainers from outside or from different firms to ensure better training to its employees.

QUESTIONNAIRE
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Q1.

Your Organization considers training as a part of organizational strategy. Do you agree with this statement?

Agree Disagree Partly Agree Cant Say

Q 2.

How many training programmes will you attend in a year? Less than 10 10 20 20 40 More than 40

Q 3.

To whom the training is given more in your organization? Senior staff Junior staff New staff Based on requirement

Q 4.

What are all the important barriers to Training and Development in your organization?

Time Money Lack of interest by staff Non-availability of skilled trainer

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Q 5.

Enough practice is given for us during training session? Do you agree with this statement?

Strongly Agree Agree Somewhat agree Disagree

Q6.

The training sessions conducted in your organization is useful. Do you agree with this statement?

Strongly Agree Agree Somewhat agree Disagree

Q7.

Employees are given appraisal in order to motivate them to attend the training. Do u agree with this statement? Strongly Agree Somewhat agree Agree Disagree

Q8.

What are the skills that the trainer should possess to make the training effective?

Technical skills People skills or Soft skills Generalist makes better Personnel managers than Specialist Fond of talking to people

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Q9.

What are the general complaints about the training session? Take away precious time of employees Too many gaps between the sessions Training sessions are unplanned Boring and not useful

Q10. Reason for shortage of skilled man power at workplace are : Lack of planning Lack of support from senior staff Lack of proper guidance and training at workplace Lack of quality education at primary and secondary level

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Induction Training Feedback Form

Date : Employee Details Department: __________________________________________________ Name: ____________________________ EMP Code _________________ Venue:

1. Were You introduced to your immediate supervisor / manager within first few days of your joining duties?

Yes

No

2. Has your immediate supervisor helped you in understanding your job responsibilities and work standards? If Yes, where would you rate the understanding on the same.

Responsibilities No 2 Clarity 3 4 Somewha t Clear 5 6 7 8 9 Absolutely Clear

Work Standards No 2 Clarity 3 4 Somewha t Clear 5 6 7 8 9 Absolutely Clear

3. Have the appropriate procedures related to fire and safety been explained to you?
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Yes

No

Do you think now you can handle safety related incidents ? If No, What do you think you need to do for being able to handle the same. ________________________________________________________________ ________________________________________________________________ ________________________________________________________________

4. Have you gone through Employee Handbook ? Yes No

5. Have the policies important for your job such as regulations, work procedures been explained to you? Rate your Clarity on the same on a scale of 5 ( 1 Poor , 2 Average, 3 Fair Enough , 4 Good, 5 Absolutely Clear )

Process / Procedure Joining Process Office Norms Compensation and Benefits LTA Flexi Benefit Claim Insurance Covers Attendance Rules Leave Rules PMS / Appraisal Process

Rating

Reason for the Rating

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Information Security Policy Business Code of Conduct Employee Referral Scheme

For any rating below 3, how do you think, you can improve upon the scores. ________________________________________________________________ ________________________________________________________________ ________________________________________________________________ ________________________________________________________________ ________________________________________________________________ ________________________________________________________________

6. Did you find entire sessions useful to help yourself adapt to the new environment? Yes No

7. If there was one aspect in the Induction Training that could be changed, what do you suggest it to be? Aspect ________________________________________________________________
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________________________________________________________________ ________________________________________________________________ ________________________________________________________________ ________________________________________________________________ ________________________________________________________________

Suggestion for Improvement ________________________________________________________________ ________________________________________________________________ ________________________________________________________________ ________________________________________________________________ ________________________________________________________________

Any Questions , you want to ask HR !!! ( which you feel were left unanswered )

1.

2.

Name of the Employee

Signature

Date

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BIBLIOGRAPHY

BOOKS: David A. Decenzo/Stephen P. Robins (2004) Personal and Human Resource Management A. Monappa (2004), Personal Management Allan Pepper (1999) A Handbook on Training and Development

WEBSITES: www.flykingfisher.com www.wikipedia.org www.naukrihub/training and development.com

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