Training and Development

A Study Of Employees Training And Development
INDEX Sr No 1 Page no. 2
Contents
Company Profile
Introduction Of Topic
34
Data Interpretation And Analysis
49
Finding And Results
60
Bibliography
62
Questionnaire
64
S. Com. College, Gondia
SKAPS INDUSTRIES
1.1 Introduction We at SKAPS take pride in presenting ourselves as renowned SKAPS Industries is a Leading manufacturer of quality Geo Synthetic products, We manufacture Geo Nets, Geo Composites & Non Woven and Woven Geo Textiles. We take immense pride in being ranked amongst the top 3 manufacturers in USA. We have 3 manufacturing locations in USA where we make Geo Nets, Geo Composites and Non Woven Geo Textile. SKAPS Industries India (100% Export Oriented Unit), was established in the year 2005 in Ahmedabad (Moraiya Village), Gujarat and is spread over 6 acres of land. In the year 2009, SKAPS Mundra SEZ Division in Kutch spread over 18 acres of land, was started. Both the facilities manufacture Woven Geo Textile. At SKAPS, we focus on exceeding the customer requirements in quality of our products and services we render. This makes us stand out among other competitors in the market. We follow ASTM testing standards for all our products which is based on American Association of State Highway and Transportation Officials (AASHTO) M288 guidelines. We have always implemented the best of the manufacturing practices and have got the latest state of the art machineries at all our plants. 1.2
Management Philosophy:
SKAPS management philosophy is based on responsibility and mutual respect. People who come to SKAPS want to work here because we have created an environment that encourages creativity and achievement. SKAPS seeks to attract highly motivated individuals who believe in team work and share in the commitment, responsibility, risk taking and discipline required to achieve our vision. In order to attract these special professionals, a culture that promotes impersonal thinking and global perspective has been built and maintained throughout since its establishment.
1.4
Policy & Procedures Manual
The SKAPS Human Resources Policy and Procedures Manual have been developed to facilitate the implementation and clearly define SKAPSs policies on human resource management. The Manual provides guidelines to be followed in the administration of these policies, and assists all the employees in defining each human resource management decision and the correct procedure to be followed. The policies specified within consists those of the best management principles practices. They have the full support and commitment of SKAPS management. HR policies must be kept current and relevant. Therefore, from time to time some of the policies and procedures may undergo necessary modifications or amendments as well as new ones may be added.
Suggestions, recommendations or feedback on the policies and procedures specified in this manual are welcome. This can be provided via email or through suggestion boxes.
1.5
Our Vision
To make SKAPS world leader in manufacturing geo synthetic products.
1.6 while
Our Mission
To provide high quality products that combine performance with value pricing,
Establishing a successful relationship with our customers and our suppliers
The Employment
1.7
Employee Relations
SKAPS believes that working conditions, wages, and benefits that it offers to its employees are the best in the industry. As per our experience we feel employees should be open and direct, so the work environment can be excellent, communications can be clear, and attitudes can be positive.
1.8
Bereavement
Our company recognizes the emotional stress and problems involved when a member of an active employees immediate and/or close family dies, and is sympathetic with the bereaved employee and his/her family. You will be granted time off in order to arrange for and/or attend the funeral service. Verification of the reason and length of absence for bereavement must be discussed with the Plant Manager and/or the Human Resources Manager. For the purpose of this policy bereavement will be defined for immediate family, or close relatives.
To qualify for paid bereavement leave (which is normally 2 days and does not exceed 3 days/24 hours, and this includes Salaried employees and must be out of state) immediate family is defined as employees spouse, father, mother, brother, sister, daughter, son grandparents, grandchildren, stepchildren, or any dependent that was living in the employees household. Leave may also be granted in the cases of other close relatives, this is limited to one day only. These relatives include the employees fatherin-law, mother-in- law, brother-in-law, sister-in-law, daughter-in-law, son-in-law, stepbrother, stepsister, stepparent, aunt, uncle, niece, or nephew. The Human Resource manager will do final approval for paid benefits. If the employee wishes to attend the funeral of a person who is not named above (example: close friend, neighbour, extended family member) the employee should request a personal day of absence with no pay. 1.9
Discipline and code of conduct

It is important in the workplace to determine a set of rules to regulate the relationship between the employees and the employer in the form of a disciplinary procedure. The disciplinary procedure is regarded as a guideline and its interpretation is adequately flexible in order to adjust to various circumstances.
A Study Of Employees Training And Development SKAPS follows its own Disciplinary rules and code of Conduct and no one is allowed to abuse the system while they are on duty. If any employee is found violating the system then he/she shall be liable for disciplinary action.
1. Office time of the Organization starts from 9:00 am to 5:00 pm (CORPARATE OFFICE) and 10:00 am to 6:00 pm (factory staff) with half an hour lunch break. There is a weekly off on Sunday. 2. Management expects the Employees to maintain punctuality. If in case they are not able to maintain the punctuality they must inform to their reporting authority. Absence without information will be considered as a serious offence as it affects the activities of the organization. 3. Any employee reports the office after 9:00 (office staff) and 10:00am (factory staff) continuously for 3 days would be countable as a casual leave. 4. Every employee must follow the organizations movement register where the employee should mark login time and logout time while they move out of the office premises during working hours. 5. Management will take strict actions against those employees who are engaged in playing computer games, playing music, chatting, singing etc or any other unproductive activities during office hours. 6. Employees can receive their personal calls but it should not disturb the others who are present in the Organization. Management will not tolerate any misusage of the facility provided or wasting time on it which is otherwise purely meant for official work. Employees are not allowed to waste productive time on personal phone calls for longer duration. 7. Employees should keep their cell/ mobile phones on Vibration mode/ or decent ring tones while they are on duty. No Hollywood/ Bollywood ringtones shall be entertained. 8. Friends/ relatives are allowed to visit the office but it should not disturb other employees, and their visit should be brief. 9. No employee will use Organizations telephone and fax facilities for private purposes except with prior permission from his/ her supervisors/ Reporting authority/ management. In case of emergency, such use is permitted. 10. Management will not tolerate if any employee found consuming Pan Masala, Gutka and Smoking Cigarettes or Spitting in the office premises or indulging in any such activities.
A Study Of Employees Training And Development 11. Further, an employee coming late to work or found absent from his work station/ place of work during working hours, without any sufficient reason or without getting any prior authorization from his/her supervisor, then the competent authority may, at its discretion, also take suitable disciplinary action against the employee concerned. 12. No one is allowed to maintain secrecy in user password, if they are using different password other than the password provided by the IT department, then the concerned employee is required to share it with the IT section. 13. Negligence of work by any employee will not be tolerable by the management. Management shall render an employee liable for disciplinary action. 14. Every employee is required to make the entry if they are taking any official belongings to their respective homes (i.e., books/magazine/laptop/pen drive etc.) and in case of any damage/ loss, then that particular employee is liable towards it. 15. No employee shall share information about SKAPS with any person whosoever except in the interest of SKAPSs work or with written permission of the Director. 16. Every employee of SKAPS is provided with an employee I-D card. It is mandatory for the employees to maintain the I-D card while they are on duty. 17. Organizational conflicts should be raised and resolved within the organizational procedures. The issues of conflict should not be discussed with other Organization/News/Media without prior approval of Director.
Each staff of SKAPS carries out the instructions given to them by the management and superiors, in connection with the organization diligently and faithfully. 1.10
Disciplinary code and procedure:

It is to regulate discipline in the workplace with key principle that the employer and the employees should treat each other with mutual respect. In the first instance the purpose of disciplinary action is to bring change in the behavior in positive manner rather than to terminate services. Before a problem becomes a disciplinary issue, the head of the team concern should guide inform or remind the employees informally on the applicable rule or
A Study Of Employees Training And Development performance situation. Such counselling is not viewed to form part of formal disciplinary action but is rather a part of day-to day communication within the organization. Formal procedures do not have to be invoked every time a rule is broken or standard is not met. Informal advice and correction is accepted as the best and most effective way to deal with minor violations of work discipline. Repeated misconduct according to degree as severity may call for final warning or other action short of dismissal. Dismissal would be reserved for cases of serious misconduct or repeated offences. The seriousness of the offence will determine the action to be taken and not necessarily, the number of occasions the misconduct was committed. The Director makes the required final decision.
Employment Status and Records

1.11
Child Labour SKAPS has a policy of not recruiting a person of age below 18 years as per Factories Act 1948. 1. The Factory will consider employment of the child once he / she are 18 years old or the legal working age. 2. Also at the time of hiring a worker, attached proof of age shall be checked so that child labour is not entertained.
1.12
Access to Personal Files

SKAPS maintains a personal file on each employee. The personal file includes such information as the employees personnel record, resume, documentation of performance appraisal and salary increases, and other employment record. Personal files are the property of SKAPS, and access to the information they contain is restricted. Generally, only HUMAN RESOURCE personnel have the access to these files. Employees who wish to view to their own file should contact the HUMAN RESOURCE with reasonable advance notice; employee may review their own personal files in SKAPS office.
1.13
Personnel Data Change

It is the responsibility of each employee to promptly notify SKAPS of any changes in personal data. Personal mailing addresses, telephone numbers and name of the dependents, individuals to be contacted in case of emergency, educational accomplishments, and other such status reports should be accurate and current all the time. If any personal data has changed, notify the [HUMAN RESOURCE DEPARTMENT].
Employee Benefit Programs

4.1 Employee Benefits
Eligible employees at SKAPS are provided with a wide range of benefits. A number of the programs cover all employees in the manner prescribed by law. Benefits eligibility is dependent upon a variety of factors, including employee Classification. The following benefit programs are available to eligible employees: Insurance
1. Group Accident Insurance
Provident Fund Bonus Gratuity Leave encashment LTA Medical HRA
4.2
Holidays
SKAPS grants holiday time off to all employees. Note: List of Holiday is available with [HUMAN RESOURCE DEPARTMENT
]
4.3
Earned Leave Benefits [27 days in a year]

Every worker who has worked for a period of 240 days or more in SKAPS during a calendar year shall be allowed during the subsequent calendar year, leave with wages.Earned leaves can be availed for sickness, if sickness is of longer duration and sick leave is insufficient to cover the sick period. The decision to be made by the management
A Study Of Employees Training And Development The leave shall not be carried forward and encased at the end of the year. Earned leave is calculated based on base pay rate of the last month and does not include any special forms of compensation, such as incentive, commissions, bonuses etc.
Example: current salary/26 * 27
4.4
Maternity Leave Benefits

MATERNITY BENEFIT ACT, 1961
( No. 53 of 1961)1An Act to regulate the employment of women in certain establishment For certain period before and after child-birth and to provide for maternity benefit and certain other benefits Every eligible woman is entitled to receive maternity benefit for a maximum period of 12 weeks. She shall be paid the full salary for the 12 week period. Note: Eligible employee refers employee who have completed one year service with SKAPS. All leave shall be recommended and sanctioned by Admin. /HRD department in consultation with HOD and the Directors. In case of any emergency, the employee can submit the prescribed leave application form on the same day (For one full day or more or for half day).
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4.6
Bonus: THE PAYMENT OF BONUS ACT, 1965

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[An Act to provide for the payment of bonus to persons employed in certain establishments on the basis of profits or on the basis of production or productivity. Bonus is mandatory if the Salary is not above 10000 and will be calculated on basic (Min 8.33 to Max 20%). A minimum bonus which shall be 8.33 per cent of the salary or wage earned by the employee during the accounting year If allocable surplus exceeds the amount of minimum bonus, then bonus shall be payable at higher rate subject to a maximum 20% of salary/wages. But if your salary exceeds 10000 then it is on employer's will.
4.7
Provident Fund:
The rate of provident fund is fixed by the Central Government in consultation with the Central Board of trustees, Employees' Provident Fund every year during March/April. Currently it is: 12% (basic salary ceiling up to 6500, then company to cut the pf of the employee). Benefits: A) A member of the provident fund can withdraw full amount at the credit in the fund on retirement from service after attaining the age of 55 year. Full amount in provident fund can also be withdrawn by the member under the following circumstance:

A member who has not attained the age of 55 year at the time of termination of service. A member is retired on account of permanent and total disablement due to bodily or mental infirmity. On migration from India for permanent settlement abroad or for taking employment abroad. In the case of mass or individual retrenchment.
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4.8
Gratuity.
Payment of Gratuity Act, 1972

(1) Gratuity shall be payable to an employee on the termination of his employment after he has rendered continuous service for not less than five years, (a) on his superannuation, or (b) on his retirement or (c) on his death or disablement due to accident or disease: The employer shall arrange to pay the amount of gratuity within thirty days from the date it becomes payable to the person to whom the gratuity is payable. The calculation of gratuity is as below: Last basic/26 x 15 days x number of years of service
4.9 SODEXHO PASS MEAL VOUCHERS

The Definition of Fringe Benefit Under the new chapter XII H (As per Subsection (2) of Section II5 WB of Income Tax Act, 1961), excludes (i) Expenditure on, payment for, food or beverages provided by the employer to his employee in office or Factory; (ii) Any expenditure, or payment through Paid Vouchers, which are not transferable and usable only at eating joints or outlets. In this Section, exemption has been granted completely for paid vouchers provided to the employees. Hence there is No FBT on employer on Sodexho Pass meal vouchers given to employees. With the shifting of tax liability on employer from employees in respect to certain fringe benefits , these fringe benefits, which were hitherto taxable in the hands of employees as perquisite , will no longer be taxable in their hands. Thus those items now chargeable to tax under FBT (Chapter XII H) have been deleted from Rule 3 , which dealt with valuation of perquisites in the hands of the employee. Paid vouchers being one of the items
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A Study Of Employees Training And Development Sodexho Pass meal vouchers are accepted at a diverse network of restaurants, food outlets, cafes and pizzerias across 300 cities. Also gives them the power of choice to decide how to use the benefit. A flexible system that satisfies every individuals needs
4.10 MEDICAL REIMBURSEMENT

The employee can get exemption for Medical Reimbursement /herself and his/her family under Income Tax as under: received for himself
For Medical Reimbursement up to Rs.15000/- the employee has to submit the actual bills along with doctor's prescription. It includes: a) the spouse and children of the individual, b) the parents, brothers and sisters of the individuals who are wholly or mainly dependent on him. (Employee has to certify that these persons are dependent on him/her).
4.11 Leave Travel Allowance (LTA):

For LTA the deduction is restricted to journeys performed within India. Also note following on this deduction 1. Exemption on LTA is available in respect of two journeys performed in a block of Four Calender years( 1998-2001, 2002-2005, 2006-2009, 2010-2013 and so on). 2. If an assessed has not availed LTA during any of the specified four-year block periods (for e.g. 2006-2009), then he can carry over such exemption and can claim in the first calendar year of next block (i.e. in 2010 for 2010-13 block).However the carry over can be for one journey only. 3. The exemption is available in respect of rail fare/air fare only i.e. no other exps. Like taxi, lodging/boarding charges will qualify for exemption.
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4.12 MOBILE PHONE POLICY

Introduction The objective of this policy is to facilitate the Employees in their jobs by increasing communication within the organization and especially with the customers and to prevent them from the hassle of purchasing Sim Cards / Hand Sets. Objective This policy has been introduced to: define clearly who is entitled to a cell phone and how the costs of purchasing the asset plus ancillary equipment, and the rental and call costs will be met. streamline statement administration and payment, and the reimbursement of the costs of business calls. Applicability Employees at the level of executive of special duties and Managers. Employees who by virtue of their function have a constant need to be in contact with other employees and to attend external customers or office work through mobile phone. Reimbursement rules
Company is entitled to pay monthly rental charges + taxes + call charges up to a limit as per the grades & perks.
Bill amount exceeding other than official calls should be recovered by the employees.
Expenses in excess of approve limits can be reimbursed only on approval from their immediate reporting authority. At top management levels reimbursement can be direct and full.
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4.13 House Rent Allowance HRA
Employees/ workers working at Mundra are eligible for this policy only if they meet below points: Employee/ Workers moving to Mundra with family are eligible to HRA after completion of 6 months probation. Amount to be given by company shall be decided on the basis of their respective salary slabs as attached as Annexure A at the end. Employee/ Worker moving without their family fail to get HRA under the policy. Employee/ Worker who is a local of Mundra and has bought a property of his own or father / sibling doesnt fall under the policy. Policy is subject to Management decision at various levels. Quarterly there shall be a check of peoples residential proofs and other details as per info provided by them. Anyone found misguiding/ taking undue benefit strict action shall be taken without prior notice by Management.
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Time Keeping / Pay Roll

1.14
Pay Day
All employees and associated members are paid on 7th/ 8th of every month. Each pay (Cash/ Bank) includes earnings for all work performed till the end of previous pay roll period. In the event that a regularly scheduled pay day falls on an off day such as a weekend or holiday, employees and associated members receive pay before or after the regular pay day. Incase of any changes notice shall be priorly put on the board. Employees receive salary slip from SKAPS payroll department.
1.15
Employment Termination
Termination of employment is an inevitable part of personnel activity with any organization, and many of the reasons for termination are in routine. Below are examples of some of the most common circumstances under which employment is terminated. Resignationvoluntary employment termination initiated by an employee. Dischargeinvoluntary employment termination initiated by an employee. Lay offinvoluntary employment termination by the organization for non- disciplinary reason. Retirementvoluntary employment termination initiated by the employee meeting age, length of service, and any other criteria for the retirement from the organization.
In all the above cases except the layoff prior notice of one month is a compulsion
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Work Conditions and Hours

6.1
Policy Statement
SKAPS expects its employees to achieve and maintain a high standard of ethics, professional conduct and work performance to ensure the Company to maintain its reputation with all internal and external associated members.
Objective
To enhance SKAPS reputation as a quality service provider and an enjoyable, stimulating and challenging place to work
Application
The policy is said to be successfully applied when all employees are seen to performing their duties professionally as well as with skill, care and diligence.
This includes:
1. Observing SKAPS policies and procedures 2. Treating colleagues with courtesy and with respect for their rights, duties and aspirations 3. Employees who do not conform to this standard of conduct are subject to disciplinary action as detailed in this manual.
1.2
Work Schedule
The normal work schedule for all the employees and associated members are 8 hours (including half hour lunch break) per day, i.e. Monday to Saturday. Food and Drinks consumption is strictly not allowed in the work areas i.e. offices. Employees are provided with the lunch area for such purposes.
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A Study Of Employees Training And Development An employee is considered absent if he or she is not present for work on scheduled time. Since delay in arrival or unnoticed absentees put extra work load on fellow employees and hamper smooth run of the company, reporting for work regularly and on time is essential. This must be in the daily discipline of the employee. Failure in reporting to work on time and tardiness will result in disciplinary action up to and including termination. 1.3
Dress Code
The choice of attire is of personal discretion. But every employee of any organization bears the responsibility of representing it and, therefore, positive well done clothing and a professional look is needed here at SKAPS. A positive and professional look sheds heavy weight on the companys image as well as the colleagues. As a minimum standard, dress should be clean, neat and professionally appropriate. The following are examples of items that are not acceptable: Ripped or torn clothing Thongs or sports sandals Sportswear or casual wear
SKAPS reserves the right to request a staff member to dress to an appropriate standard as a condition of employment. If one is found in inappropriate clothing he/she may be sent back to change as per the professionally accepted way before commencing the days work. Also on Mondays and Friday the company dress should be worn. Saturdays are off for formal wear, though employee should be dressed in appropriate casual wear.
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A Study Of Employees Training And Development 1.4
Personal Communications
Phone Calls The making and receiving of personal phone calls must be limited to a maximum of five minutes in duration, unless otherwise approved by your manager. Email
Email has legal status as a document and is accepted as evidence in a court of law. Even when it is used for private purposes, SKAPS can be held responsible for the contents of email messages, including any attachments. Access to emails can be demanded as part of legal action in some circumstances. It is therefore important that email is used within the following guidelines: a. Email should mainly be used for formal business correspondence and care should be taken to maintain the confidentiality of sensitive information. Formal memos, documents and letters for which signatures are important, should be issued on factory letterhead regardless of whether a physical or electronic delivery method is used. b. If electronic messages need to be preserved, they should be printed out and filed. c. Limited private use of email is permitted, provided that such does not interfere with or distract from an employees work. However, management has the right to access incoming and outgoing email messages to determine whether staff usage or involvement is excessive or inappropriate. d. No official mails to be sent through personal mail ID. It would be considered as an offence and a strict action may be taken including immediate dismissal. Failure to comply with these instructions is an offence and will be subjected to appropriate investigation. In serious cases, the penalty for an offence or repetition of an offence may include dismissal.
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A Study Of Employees Training And Development Internet: The internet facility provided by SKAPS is for business use. Access is authorized by managers on the basis of business needs. Limited private use is permitted provided the private use does not interfere with or distract a persons work. Management has the right to access the system to determine whether private use is excessive or inappropriate. Failure to comply with these instructions is a disciplinary offence and will be subjected to appropriate investigation. In serious cases, the penalty for an offence, or repetition of an offence, may include dismissal.
1.5
Overtime
SKAPS does not support any overtime policy. Employees and associated members are requested to complete their assignment in given period of time.
1.6
Use of Equipment
Equipment essential in accomplishing job duties is often expensive and may be difficult to replace. While using equipments, employees are expected to exercise care, perform required maintenance, and follow all operating instructions, safety standards, and guidelines. Please notify your reporting officer if any equipment, machines, or tools appear to be damaged, defective, or in need for repair. The improper, careless, negligent, destructive or unsafe use or operation of equipment can result in disciplinary action, up to and including termination of employment.
1.7
Parking
Employees must park their cars, motorcycles & cycles in areas indicated and provided by the company.
1.8
Emergency Closing
At times, emergencies such as severe weather, fire, or power failures, can disrupt factory operations. In extreme cases, these circumstances may require the closing of a work facility.
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A Study Of Employees Training And Development When operations are officially closed due to emergency conditions, the time off from scheduled work will not be considered as a leave for individuals employees or associated members. 1.9
Work Place Violence Prevention

SKAPS is committed to preventing work place violence and to maintain safe work environment. Given the increasing violence in society in general SKAPS has adopted the following guidelines to deal with intimidation, harassment, or other threats of (or actual) violence that may occur during business hours or on its premises.
All employees, associated members, and temporary employees should be treated with courtesy and respect at all times.
Conduct that threatens intimidates or coerces another employee, associated members, any customer, or a member of public at any time, including off duty periods, will not be tolerated.
All threats of (or actual) violence, both direct and indirect, should be reported as soon as possible to your reporting officer or any other member of management. Do not place yourself in peril.
SKAPS will promptly and thoroughly investigate all reports of threats of (or actual) violence and of suspicious individuals or activities.
1.10 Attendance And Punctuality To maintain a safe and productive work environment, SKAPS expects employees to be reliable and punctual in reporting for scheduled work. Absenteeism and tardiness place burden on other employees and on SKAPS. In rarest of the instances when an employee cannot avoid being late on work or are unable to work on scheduled, they should notify their reporting officer as soon as possible
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A Study Of Employees Training And Development in advance. Poor attendance as well as excessive tardiness is disruptive. Either may lead to disciplinary action up to and including termination of employment. 1.11 Return of Property Employees and associated members are responsible for all the SKAPS properties, materials, or written information issued to them or in their possession or control. Employees or associated members must return all SKAPS property immediately upon termination of employment. Permitted by applicable law, SKAPS may with hold employees or associated members cheque or final pay cheque. The cost of any items that is not returned when required. SKAPS may also take all necessary action deemed appropriate to recover or protect its property. 1.12
Resignation
Resignation is a voluntary act initiated by the employee to terminate employment with SKAPS; SKAPS request at least a month written notice of resignation from employees. Prior to an employees departure, an exit interview may be scheduled to discuss the reasons for resignation and the effect of the resignation on benefits.
1.13
Problem Resolution
SKAPS is committed to providing the best possible working conditions to its employees and associated members. Part of this commitment is encouraging an open and frank atmosphere in which any problem, complaint, suggestion, or question receive a timely response from management of SKAPS. SKAPS strive to ensure fair and honest treatment of all employees. Head of the department, Managers, employees and other associated members are expected to treat each other with mutual respect. Employees are encouraged to offer positive and constructive criticism. Not every problem can be resolved to everyones total satisfaction but only through mutual understanding and discussion in supportive environment that employees and management can develop confidence in each other. This confidence is important for operation of an efficient and harmonious work environment, and helps to ensuring everyones job security.
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Suggestion Program
As employee and associated members of SKAPS, have the opportunity to contribute to our future success and growth by submitting suggestions for practical work, improvement or cost savings ideas. All employees are eligible to participate in the suggestion program. A suggestion is an idea that will benefit SKAPS by solving a problem, reducing costs, improving operations or procedures, enhancing customer services, eliminating waste or spoilage, or making SKAPS a better or safer place to work.
All suggestions should contain a description of the problem or condition to be improved, a detailed explanation of the solution or improvement, and the reason why it should be implemented.
Submit suggestions to the [HUMAN RESOURECE DEPARTMENT], after review, they will be forwarded to the Management. As soon as possible, you will be notified of the adoption or rejection of your suggestion. Special recognition may be given to the employees who submit a suggestion that is implemented.
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Travel & Accommodation

1.15
Policy Statement
All staff should adhere to the travel and accommodation policy when travelling for factory business purpose. The factory recognises that business travel is generally inconvenient and seeks to make such inconvenience more comfortable at a cost that is appropriate for the factorys size and cash flows.
Objective
The objective of the travel and accommodation policy is that the employee can be in the required location to do business. All travel arrangements are intended to be comfortable, practical and economical ensuring the employee endures no discomfort when they are required to travel or stay away from home.
Application The travel and accommodation policy is successfully applied when travel is completed within budget at no discomfort to the employee. 1.16
Taxi Fares
Policy Employees who are travelling on work related business and who require the use of a taxi for travel should pay the fare and then forward an all expenses form with receipt to accounts to be reimbursed.
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Equal Employment Opportunity

Policy Statement SKAPS provides with equal employment opportunity to all qualified persons without discrimination on the basis of age, sex, race, disability, marital status or religion in accordance with applicable local, state and national laws and regulations. All employment and promotion decisions will be based solely upon individuals qualifications, experience, and prior contribution and demonstrated capacity to perform at higher or improved levels of performance and will be in accordance with the principle of equal employment opportunity. SKAPS will take whatever affirmative action is necessary to attract and retain qualified persons.
Objective
The objective of the Equal Opportunity Policy is to support the attraction and retention of employees that contribute most to the development of the SKAPS business.
Application
The Equal Employment Opportunity policy is successfully applied when all posts are filled by the best qualified and experienced candidates available regardless of personal circumstances.
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Sexual Harassment
Policy Statement
SKAPS is committed towards ensuring employees to be treated fairly and equally in an environment free of intimidation and sexual harassment. Sexual harassment is an unacceptable form of behaviour which cannot be tolerated under any circumstances. It is also unlawful. All complaints of sexual harassment are treated seriously and promptly, with due regard to confidentiality. Disciplinary action will be taken against any employee who breaches the policy. Sexual harassment is any unwanted, unwelcome or uninvited behaviour of a sexual nature which makes a person feel humiliated, intimidated or offended. Sexual harassment can take many different forms and may include physical contact, verbal comments, jokes, propositions, and the display of offensive material or other behaviour that creates a sexually tense or hostile working environment. Sexual harassment can occur between an employee and a coworker, supervisor, manager, agent, consultant or contractor. Sexual harassment is not just unlawful during working hours or at the workplace itself. But also behaviour is unlawful in any work-related context including conferences, work functions, business or field trips, and interactions with clients. SKAPS encourages any employee who feels they have been harassed to contact their HOD/ HR. The company aims at providing a working environment which is free of workplace harassment or intimidation. Any complaint or report of sexual harassment is treated promptly, seriously and sympathetically. They are investigated thoroughly, impartially and confidentially. Managers and supervisors must act immediately on any reports of sexual harassment. Employees are not disadvantaged in their employment conditions or opportunities as a result of lodging a complaint. Appropriate disciplinary action is taken against anyone in this factorys employment who is found to have sexually harassed a co-worker. Depending on the severity of the case, consequences can include an apology, counselling, transfer, dismissal, demotion or other forms of disciplinary action. Immediate disciplinary action is also taken against anyone who victimizes or retaliates against a person who has complained of sexual harassment.
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A Study Of Employees Training And Development Therefore, managers and supervisors have a responsibility to: Monitor the working environment to ensure acceptable standards of conduct are observed at all times Model appropriate behaviour themselves Treat all complaints seriously and take immediate action to investigate and resolve the matter. Refer complaints to another manager if they do not feel they are the best person to deal with the case (e.g. if there is a conflict of interest or if the complaint is particularly complex or serious)
All employees have a responsibility to: Comply with the organizations sexual harassment policy. Offer support to anyone who is being harassed and let them know from where they could get help and advice (they should not approach the harasser themselves) Maintain complete confidentiality if they provide information during the investigation of a complaint (employees who spread gossip or rumours may expose themselves to defamation action)
Objective To foster a professional, open and trusting workplace. Process If you believe you are being, or have been, harassed, follow the procedure below: Inform the offender the behaviour is offensive, unwelcome, and against factory policy and should stop (only if you feel comfortable enough to approach them directly) Keep a record of the incident(s) If the unwelcome behaviour continues, contact your supervisor or manager for support If this is inappropriate, you feel uncomfortable, or the behaviour still persists, contact your manager/ HR. It is then to be investigated, cross checked, verified and necessary action be taken.
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Health, Safety & Environment

1.17
Policy Statement
SKAPS is committed in providing and maintaining a safe work environment for health, safety and welfare of staff, contractors, visitors and members of the public who may be affected by our work.
SKAPS will: Develop and maintain safe systems of work, and a safe working environment Provide information/ PPEs and training at all levels in the organization to enable all employees to support this policy. Assess all the risks involved in new areas of operation, purchasing new equipment, and implementing new work methods and that these risks continue to be reviewed.
Everyone is responsible and will be held accountable for:
Identifying practices and conditions which could injure employees, clients, members of the public or our environment Implementing steps to control such situations If unable to control such practices and conditions reporting these to their superiors
SKAPS demands a positive attitude and performance with respect to health, safety and the environment from all the employees irrespective of their position. 1.18
Smoking
SKAPS employs a non smoking policy. Smoking is not permitted on SKAPS property or offices at any time. Smoking is harmful to the health of those who smoke and those around them (passive smokers). Consequently, smoking while on company premises is considered as a gross misconduct and will render an employee liable to instant dismissal.
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Alcohol, Drugs (& Other Substance of Abuse)

This policy is applicable to all levels throughout SKAPS. The policy is not concerned with social drinking or taking prescribed drugs for medical purposes. The concern is directed to instances where alcohol or other drug dependence or abuse affects the job performance and or/safety of any employee(s). SKAPS is concerned by factors affecting an employees ability to safely and effectively perform work to a satisfactory standard. The company recognises alcohol or other drug abuse will cause short-term or long-term impairment to such work performance.
SKAPS is committed towards creating and maintaining a safe, healthy and productive workplace for all employees. Attending work under the influence of alcohol will never be tolerated and may result in disciplinary action or ultimately dismissal. Driving under the influence of alcohol or any other illicit drug is illegal. It is your own responsibility to ensure you comply with it.
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Workers Compensation
All employees, including part-time, temporary, and probationary employees, are eligible for workers compensation benefits in the event of an injury arising from, or in the course and scope of their employment. The process to be followed if an injury occurs is as follows:
The first priority in the event of an injury at work is medical attention. The injured worker or nearest colleague should initially contact one of SKAPS first aid worker attendants. In the event of any apparently serious injury an ambulance should be called for. Any employee who sustains an on-the-job injury, experiences a safety incident or near miss must report the incident to their manager The manager must then complete a report in the Register of Injuries, Incidents and Near Misses. This standard report must include: Employee details Time and location of the injury/incident occurred Details of the injury including: o Part of body injured o Time lost o Name of the first aid attendant Details of first aid treatment Details of any investigation of the accident.
In case of accident that is occurred outside the company premises and the employee/ worker are not following the safety instructions & PPEs the company is not liable
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Performance Management System

1.21
Introduction
At SKAPS we aim to be an employer of choice one where people want to work. As a business we are committed to give all members of our team every opportunity to develop their careers, to contribute to our business and to share in its success. The Performance Management System is designed to support the completion of the work of the organisation. It also defines measures and recognises the contribution of individuals to help the organisation establish achievable goals.
1.22
Performance Management Philosophy

We believe that everyone who comes to work does want to utilize their potential and develop their relationships with others (managers, colleagues and clients). Work is characterised by feelings of satisfaction, frustration, opportunity, exasperation, stimulation, excitement and even feelings of fairness and dishonesty. To succeed and excel, we recognise people need to know what is expected of them, what authority they have and how they are performing. In addition to it the approach of managing them needs to be consistent. If our organisation can help its people feel more of the positive emotions and eliminate most of the negative then we will have come a long way to being an employer of choice.
1.23
Performance Appraisal Review System

Performance Appraisal is the process of obtaining, analyzing and recording information about the relative worth of an employee. The focus on the performance appraisal is to measure and improve the actual performance of the employee and also the future potential of the employee. Its main aim is to measure how efficiently an employee performs the duty assigned to him/her. It is a powerful tool to reward performance of the employee. It helps to analyze the achievements and evaluate the contribution of employees towards the achievements of the overall organizational goals. By focusing the attention on performance, performance appraisal goes to the heart of personnel management and reflects the managements interest in the progress of the employees. Objectives:
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To review the performance of the employee over a given period of time. To judge the gap between the actual and the desired performance. To help the management in exercising Organizational control. To help in strengthening the relationship and communication between superior subordinate and management-employees. To diagnose the strengths and weaknesses of the individuals so as to identify the training and development needs of the future. To provide feedback to the employees regarding their past performance. To provide information to assist in the other personal decision in organization. To provide clarity of the expectations and responsibilities of the functions to be performed by the employees. To judge the effectiveness of the other human resource functions of the Organization such as Recruitment, Selection, Training, and Development.
Process of Performance Appraisal The appraisal form is distributed to the respective head of the departments. The appraisal form contains set of questionnaires to be filled. The form is designed in such a way that it is easily understandable and clear. The forms are then submitted to HR and then sent to management for the decision making. The decision is made purely based on the individuals performance and further it is decided that whether he/she should be rewarded, promoted, demoted or any training required for the personal development / improvement in the present work positions required / taking up new challenges other then the responsibilities given. Based on the final results & the discussion held with each employee a list is prepared and informed to everyone.
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Conflict Of Interest
Policy
Conflict of interest arises whenever the personal and professional or business interests of an employee are potentially at odds with the best interests of SKAPS. All employees are required to act in good faith towards SKAPS. Employees need to be aware of the potential conflict of interest to arise, and should always act in the best interests of SKAPS. As individuals, employees may have private interests that from time to time conflict, or appear to conflict, with their employment with SKAPS. Employees should aim to avoid being put in a situation where there may be a conflict between the interests of SKAPS and their own personal or professional interests, or those of relatives or friends. Where such a conflict occurs (or is perceived to occur), the interests of SKAPS will be balanced against the interests of the staff member and, unless exceptional circumstances exist, resolved in favour of SKAPS.It is impossible to define all potential areas of conflict of interest. If an employee is in doubt as to whether a conflict exists, they should raise the matter with their manager. Failure to declare a potential, actual or perceived conflict of interest or to take remedial action agreed with SKAPS, in a timely manner, may result in performance improvement proceedings including dismissal. MANAGEMENT IS THE FULL AND FINAL AUTHORITY OF THE ABOVE MENTIONED POLICIES & ARE SUBJECT TO CHANGE.
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Introduction of Topic
34
TRAINING
Training is concerned with imparting developing specific skills for a particular purpose. Training is the act of increasing the skills of employees for doing a particular job. Training is the process of learning a sequence of programmed behaviour. In earlier practice, training programme focused more on preparation for improved performance in particular job. Most of the trainees used to be from operative levels like mechanics, machines operators and other kinds of skilled workers. When the problems of supervision increased, the steps were taken to train supervisors for better supervision.
DEVELOPMENT
Management development is all those activities and programme when recognized and controlled have substantial influence in changing the capacity of the individual to perform his assignment better and in going so all likely to increase his potential for future assignments. Thus, management development is a combination of various training programme, though some kind of training is necessary, it is the overall development of the competency of managerial personal in the light of the present requirement as well as the future requirement. Development an activity designed to improve the performance of existing managers and to provide for a planned growth of managers to meet future organizational requirements is management development.
NATURE OF TRAINING AND DEVELOPMENT

In simple terms, training and development refers to the imparting of specific skills, abilities and knowledge to an employee. A formal definition of training & development is it is any attempt to improve current or future employee performance by increasing an employees ability to perform through learning,
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A Study Of Employees Training And Development usually by changing the employees attitude or increasing his or her skills and knowledge. The need for training & development is determined by the employees performance deficiency, computed as follows: Training & Development need = Standard performance Actual performance. We can make a distinction among training, education and development. Such distinction enables us to acquire a better perspective about the meaning of the terms. Training, as was stated earlier, refers to the process of imparting specific skills. Education, on the other hand, is confined to theoretical learning in classrooms. Training and Education Differentiated Training Education Application Theoretical Orientation Job Experience Classroom Learning Specific Tasks General Concepts Narrow / Perspective Broad Perspective Training refer to the process of imparting specific skills. Development refers to the learning opportunities designed to help employees grow. Education is theoretical learning in classroom. Though training and education differ in nature and orientation, they are complementary. An employee, for example, who undergoes training, is presumed to have had some formal education. Furthermore, no training programme is complete without an element of education. In fact, the distinction between training and education is getting increasingly blurred nowadays. As more and more employees are called upon to exercise judgments and to choose alternative solutions to the job problems, training programmes seek to broaden and develop the individual through education. For instance, employees in wellpaid jobs and/or employees in the service industry may be required to make independent decision regarding their work and their relationship with clients. Hence, organization must consider elements of both education and training while planning their training programmes. Development refers to those learning opportunities designed to help employees grow. Development is not primarily skill-oriented. Instead, it provides general knowledge and attitudes which will be helpful to employees in higher positions. Efforts towards development often depend on personal drive and ambition. Development activities, such as those supplied by management developmental programmes, are generally voluntary. To bring the distinction among training, education and development into sharp focus, it may be stated that training is offered to operatives, whereas developmental programmes are meant for employees in higher positions. Education however is common to all the employees, there grades notwithstanding.
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AIMS OF TRAINING & DEVELOPMENT

The fundamental aim of training is to help the organization achieve its purpose by adding value to its key resource the people it employs. Training means investing in the people to enable them to perform better and to empower them to make the best use of their natural abilities. The particular objectives of training are to: Develop the competences of employees and improve their performance. Help people to grow within the organization in order that, as far as possible, its future needs for human resource can be met from within. Reduce the learning time for employees starting in new jobs on appointment, transfers or promotion, and ensure that they become fully competent as quickly and economically as possible.
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INPUTS IN TRAINING AND DEVELOPMENTS

Any training and development programme must contain inputs which enable the participants to gain skills, learn theoretical concepts and help acquire vision to look into distant future. In addition to these, there is a need to impart ethical orientation, emphasize on attitudinal changes and stress upon decisionmaking and problem-solving abilities. Skills Training, as was stated earlier, is imparting skills to employees. A worker needs skills to operate machines, and use other equipments with least damage or scrap. This is a basic skill without which the operator will not be able to function. There is also the need for motor skills. Motor skills refer to performance of specific physical activities. These skills involve training to move various parts of ones body in response to certain external and internal stimuli. Common motor skills include walking, riding a bicycle, tying a shoelace, throwing a ball and driving a car. Motor skills are needed for all employees from the clerk to the general manager. Employees, particularly supervisors and executives, need interpersonal skills popular known as the people skills. Interpersonal skills are needed to understand one self and others better, and act accordingly. Of interpersonal skills include listening, persuading, and showing an understanding of others feelings. Education The purpose of education is to teach theoretical concepts and develop a sense of reasoning and judgment. That any training and development programme must contain an element of education is well understood by HR specialist. Any such programme has university professors as resource persons to enlighten participants about theoretical knowledge of the topic proposed to be discussed. In fact organizations depute or encourage employees to do courses on a part time basis. Chief Executive Officers (CEOs) are known to attend refresher courses conducted by business schools. Education is important for managers and executives than for lower-cadre workers. Development Another component of a training and development is development which is less skill oriented but stressed on knowledge. Knowledge about business environment, management principles and techniques, human relations, specific industry analysis and the like is useful for better management of the company. Ethics There is need for imparting greater ethical orientation to a training and development programme. There is no denial of the fact that ethics are largely ignored in businesses. Unethical practices abound in marketing, finance and production function in an organization. They are less see and talked about in the personnel function. If the production, finance and marketing personnel indulge in unethical practices the fault rests on the HR manager. It is his/her duty to
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A Study Of Employees Training And Development enlighten all the employees in the organization about the need of ethical behaviour. Attitudinal Changes Attitudes represent feeling and beliefs of individuals towards others. Attitude affects motivation, satisfaction and job commitment. Negative attitudes need tube converted into positive attitudes. Changing negative attitudes is difficult because 1. Employees refuse to changes. 2. They have prior commitments. 3. Information needed to change attitudes may not be sufficient. Nevertheless, attitude must be changed so that employees feel committed to the organization, are motivated for better performance, and derive satisfaction from their jobs and the work environment Decisions Making and Problem Solving Skills Decision making skill and problem solving skills focus on method and techniques for making organizational decisions and solving work-related problems. Learning related to decision-making and problem-solving skills seeks to improve trainees abilities to define structure problems, collect and analysis information, generate alternative solution and make an optimal decision among alternatives. Training of this type is typically provided to potential managers, supervisors and professionals.
TRAINING AND DEVELOPMENT AS SOURCE OF COMPETITIVE ADVANTAGE

Companies derive competitive advantage from training and development. Training and development programmes, as was pointed out earlier, help remove performance deficiencies in employee. This is particularly true when (1) The deficiency is caused by a lack of ability rather than a lack of motivation to perform, (2) The individual(s) involved have the aptitude and motivation need to learn to do the job better, and (3) Supervisors and peers are supportive of the desired behaviours.
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A Study Of Employees Training And Development Training & Development offers competitive advantage to a firm by removing performance deficiencies; making employees stay long; minimized accidents, scraps and damage; and meeting future employee needs. There is greater stability, flexibility, and capacity for growth in an organization. Training contributes to employee stability in at least two ways. Employees become efficient after undergoing training. Efficient employees contribute to the growth of the organization. Growth renders stability to the workforce. Further, trained employees tend to stay with the organization. They seldom leave the company. Training makes the employees versatile in operations. All rounder scan be transferred to any job. Flexibility is therefore ensured. Growth indicates prosperity, which is reflected in increased profits from year to year. Who else but well-trained employees can contribute to the prosperity of an enterprise? Accidents, scrap and damage to machinery and equipment can be avoided or minimized through training. Even dissatisfaction, complaints, absenteeism, and turnover can be reduced if employees are trained well. Future needs of employees will be met through training and development programmes. Organizations take fresh diploma holders or graduates as apprentices or management trainees. They are absorbed after course completion. Training serves as an effective source of recruitment. Training is an investment in HR with a promise of better returns in future. A companys training and development pays dividends to the employee and the organization. Though no single training programme yields all the benefits, the organization which devotes itself to training and development enhances its HR capabilities and strengthens its competitive edge. At the same time, the employees personal and career goals are furthered, generally adding to his or her abilities and value to the employer. Ultimately, the objectives of the HR department are also furthered. The Benefits of Employee Training How Training Benefits the Organization: Leads to improved profitability and/or more positive attitudes towards profit orientation. Improves the job knowledge and skills at all levels of the organization Improves the morale of the workforce Helps people identify with organizational goals Helps create a better corporate image Fosters authenticity, openness and trust
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A Study Of Employees Training And Development Improves relationship between boss and subordinate Aids in organizational development learns from the trainee Project Submitted by member of MBAGuys.net Helps prepare guidelines for work Aids in understanding and carrying out organizational policies. Provides information for future needs in all areas of the organization Organization gets more effective decision-making and problem-solving skills Aids in development for promotion from within Aids in developing leadership skills, motivation, loyalty, better attitudes, and other aspects that successful workers and managers usually display Aids in increasing productivity and/or quality of work Helps keep costs down in many areas, e.g. production, personnel, administration, etc. Develops a sense of responsibility to the organization for being competent and knowledgeable Improves Labour-management relations Reduces outside consulting costs by utilizing competent internal consultation Stimulates preventive management as opposed to putting out fires Eliminates suboptimal behaviour (such as hiding tools) Creates an appropriate climate for growth, communication Aids in improving organizational communication Helps employees adjust to change
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A Study Of Employees Training And Development Aids in handling conflict, thereby helping to prevent stress and tension. Benefits to the Individual Which in Turn Ultimately Should Benefit the Organization: Helps the individual in making better decisions and effective problem solving. Through training and development, motivational variables of recognition, achievement, growth, responsibility and advancement are internalized and operationalised. Aids in encouraging and achieving self-development and selfconfidence Helps a person handle stress, tension, frustration and conflict Provides information for improving leadership, knowledge, communication skills and attitudes Increases job satisfaction and recognition Moves a person towards personal goals while improving interactive skills Satisfies personal needs of the trainer (and trainee) Provides the trainee an avenue for growth and a say in his/her own future Develops a sense of growth in learning Helps a person develop speaking and listening skills; also writing skills when exercises are required. Helps eliminate fear in attempting new tasks Benefits in Personnel and Human Relations, Intra-group & Inter-group Relations and Policy Implementation.
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A Study Of Employees Training And Development Improves communication between groups and individuals: Aids in orientation for new employee and those taking new jobs through transfer or promotion Provides information on equal opportunity and affirmative action Provides information on other government laws and administrative policies Improves interpersonal skills. Makes organizational policies, rules and regulations viable. Improves morale Builds cohesiveness in groups Provides a good climate for learning, growth, and co-ordination Makes the organization a better place to work and live
THE TRAINING PROCESS

Below outline important steps in a typical training process Needs assessment (a) Organizational support (b) Organizational analysis (c) Task and KSA analysis (d) Person analysis Develop Training Instructional end of Validity Objective criteria Selection and design Transfer of Validity instructional Intraorganational training use of validity evaluation models Interorganizational validity. The Training Process NEEDS ASSESSMENT Needs assessment diagnoses present problems and future challenges to be met through
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A Study Of Employees Training And Development training and development. Organizations spend vast sums of money (usually as a percentage on turnover) on training and development. Before committing such huge resources, organizations would do well to the training needs of their employees. Organizations that implement training programmes without conducting needs assessment may be making errors. For example, a needs assessment exercise reveal that less costly interventions (e.g. selection, compensation package, job redesign) could be used in lieu of training. Needs assessment occurs at two levels-group and individual. An individual obviously needs when his or her performance falls short of standards, that is, when there is performance deficiency. Inadequacy in performance may be due to lack of skill or knowledge or any other problem. The problem of performance deficiency caused by absence of skills or knowledge can be remedied by training. Faulty selection, poor job design, uninspiring supervision or some personal problem may also result in poor performance. Transfer, job redesign, improving quality of supervision, or discharge will solve the problem. Figure below illustrates the assessment of individual training needs and remedial measures. Performance Deficiency Lack of skill Other Causes or Knowledge Training Non-training Measures Needs Assessment and Remedial Measures Assessment of training needs must also focus on anticipated skills of an employee. Technology changes fast and new technology demands new skills. It is necessary that the employee be acquire new skills. This will help him/her to progress in his or her career path. Training and development is essential to prepare the employee to handle more challenging tasks. Deputation to a part-time MBA programme is ideal to train and develop such employees. Individuals may also require new skills because of possible job transfers. Although job transfer common as organizational personnel demands vary, they do not necessarily require training efforts. Employees commonly require only an orientation to new facilities and jobs. Recently however, economic forces have necessitated significant retraining efforts in order to assure continued employment for many individuals. Jobs have disappeared as technology, foreign competition, and the forces of supply and demand are changing the face of our industry. Assessment of training needs occurs at the group level too. Any change in the organizations strategy necessitates training of groups of employees. For example, when the organization decide to introduce a new line of products, sales personnel and production workers have to be trained to produce, sell and service the new products. Training can also be used when high scrap or accident rates, low morale and motivation, or other problems are diagnosed. Although training is not all,
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A Study Of Employees Training And Development such undesirable happenings reflect poorly-trained workforce. Needs assessment methods how are training needs assessed? Several methods are available for the purpose. As shown in the below table, some are useful for organizational-level needs assessment others for individual needs assessment. Methods Used in Training needs Assessment Group or organizational Analysis Individual Analysis Organizational goals and objective Performance appraisal Personnel/skill invention Work sampling Organizational climate indices Interviews Efficiency indices Questionnaires Exit interviews Attitude survey MBO or work planning systems Training progress Customer survey/satisfaction data Rating scales Customer survey/satisfaction data Consideration of current and projected changes Issue in Needs assessment Needs assessment, individual or group, should consider several issues. Organizational Support: Needs assessment is likely to make inroads into organizational life. The assessment tends to change patterns of behaviour of employees. When the needs assessment is carefully designed and supported byte organization, disruption is minimized and co-operation is much more likely to occur. Obviously, the analyst needs to take steps to work effectively with all parties and gain the trust and support of the participants in the needs assessment. Organizational Analysis: Having obtained organizational support, the next step-in the needs assessment is an organizational analysis, which seeks to examine the goals of the organization (short-term and long-term), and the trends that are likely to affect these goals. These issues enable the analyst identify skill gaps in people, which training seeks to fill. Organizational analysis seeks to examine the goals of the organization and the trends that are likely to affect these goals. Task and KSA Analysis In addition to obtaining organizational support and making organizational analysis, it is necessary to assess and identify what tasks are needed on each job and which knowledge, skills and abilities (KSAs) are necessary to perform these tasks. This assessment helps prepare a blueprint that describes the KSAs to be achieved upon completion of the training programme. Person Analysis: This analysis obliviously targets individual employees. A very important aspect of person analysis is to determine which necessary KSAs have already been learnt by the prospective trainee so that precious training time is not wasted repeating what has already been acquired. Also, employed who need to undergo training are identified at this stage. Benefit of Needs Assessment Training
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A Study Of Employees Training And Development programmes are designed to achieve specific goals that meet felt needs. There is always the temptation to begin training without a thorough analysis of these needs. Should this happen, the training programme becomes inappropriate and its administration turn to be perfunctory. There are other benefits of needs assessment are other benefits of needs assessment: 1. Trainers may be informed about the broader needs of the trainees. 2. Trainers are able to pitch their course inputs closer to the specific needs of the trainees. 3. Assessment makes training department more accountable and more clearly linked to other human resource activities, which may make the training programme easier to sell to line manager. Consequences of Absence of Training Needs Assessment The significance of needs assessment can be better understood by looking at the consequence of inadequate or absence of needs assessment. Failure to conduct needs assessment can contribute to: Loss of business Constraints on business development Higher labour turnover Poorer-quality applicants Increased overtime working Higher rates of pay, overtime premiums and supplements Higher recruitment costs, including advertising, time and incentives Greater pressure and stress on management and staff to provide cover.
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A Study Of Employees Training And Development Pressure on job-evaluation schemes, grading structures, payment system. Additional retention costs in the form of flexible working time, job sharing, part time working, shift working, etc. Need for job redesign and revision of job specifications Undermining career paths and structures Higher training costs Deriving Instructional Objectives the next phase in the training process is to identify instructional objectives. Needs assessment helps prepare a blueprint that describes the objectives to be achieved by the trainee upon completion of the training programme. Instructional objectives provide the input for designing the training programme as well as forth measures of success (criteria) that would help assess effectiveness of the training programme. Below are some sample instructional objectives for a training programme with sales people. After training, the employee will be able to smile at all customers even when exhausted or ill unless the customer is irate. After training, the employee will be able to accurately calculate mark down on all sales merchandise. Designing Training and Development Programme Every training and development programme must address certain vital issues (1) who participate in the programme? (2) Who are the trainers? (3) What methods and techniques are to be used for training? (4) What should be the level of training? (5) What learning principles are needed? (6) Where is the programme conducted? Who are the Who are the what methods trainees? Trainers? And techniques? What should be what principles of Where to conduct the level of learning? The programme? Training? Steps in training Programme Who are the Trainees? Trainees should be selected on the basis of self nomination, recommendations of supervisors or by the HR department itself. Whatever is the basis, it is advisable to have two or more target audiences. For example, rank-and-file employees and their supervisors may effectively learn together about a new work process and their respective roles. Bringing several target audience together can also facilitate group processes such as problem solving and decision making, elements useful in quality circle projects. Who are the Trainers? Training and development
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A Study Of Employees Training And Development programmes may be conducted by several people, including the following: 1. Immediate supervisors, 2. Co-workers, as in buddy systems, 3. Members of the personnel staff, 4. Specialists in other parts of the company, 5. Outside consultants, 6. Industry associations, and 7. Faculty members at universities. Who among these are selected to teach, often, depends on where the programme is held and the skill that is being taught. For example, programmes teaching basic skills are usually done by the members of the HR department or specialists in other departments of the company. On the other hand, interpersonal and conceptual skills for managers are taught at universities. Large organizations generally maintain their own training departments whose staff conducts the programmes. In addition, many organizations arrange basic-skill straining for computer literacy. Methods and Techniques of Training: A multitude of methods of training are used to train employees. The most commonly used methods are shown in lists the various training methods and presents a summary of the most frequent uses to which these methods are put. As can be seen from training methods are categorized into two groups-(I) on-the-job and (ii) off-the-job methods. On-the-job methods refer to methods that are applied in the workplace, while the employee is actually working. Off-the-job methods are used away from workplaces. Training techniques represent the medium of imparting skills and knowledge to employees. Obviously, training techniques are the means employed in the training methods. Among the most commonly used techniques are lectures, films, audio cassettes, case studies, role playing, video-tapes and simulations. Presents the list of training techniques along with their ranking based on effectiveness. The higher the ranking (1 is the highest rank), the more effective the technique is Training Methods and the Activities for which they are used Orienting Special Safety Creative, Sales, New Skills Education Technical & Administrative, Employees, Training Professional Supervisory & Introducing, Education Managerial Innovations Education In Products & Services.
48
DATA INTERPRETATION & ANALYSIS
49
A Study Of Employees Training And Development Q1. Since how many years you are working in the company?
Age
0-5 Years 5-10 Years 10-15 Years More than 15
Total
No. of people 10 20 20 10 60
no of people
0-5 17% 0-5 5-10 years 10-15 years 10-15 years 33% 5-10 years 33% more than 15
more than 15 17%
Analysis: Out of 60, 10 employees are working between 0-5, 20 employees are working between 5-10, 20emplyees are working between 10-20, 10 employees are working more than 15 years. Interpretation: It can be interpreted that the maximum number of employees are working since 5-15 years.
50
A Study Of Employees Training And Development Q2. Do you like to attend the training program?
Response Yes No Total
No of employees 50 10 60
No 6%
Yes No
Yes 94%
Analysis: Out of 60, 50 employees attain training programme, and 10 employees did not attain. Interpretation: It can be interpreted that the maximum numbers of employees attain training.
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A Study Of Employees Training And Development Q3 Do you feel training is necessary for any employee for developing his skills?
No 5%
Yes No
Yes 95%
Analysis: Out of 60, 55 employees said Yes and 05 employees said No. Interpretation: It can be interpreted that the maximum numbers of employees feels that training is necessary.
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A Study Of Employees Training And Development Q4. Which technique is most suitable for training?
Response On the job Off the job Depends on need Total
No of employees 30 20 10 60
Depends on need 17% On the Job On the Job 50% Off the Job 33% Off the Job Depends on need
Analysis: Out of 60, 30 employees said on the job training is good, 20 employees said of the job training is good, 10 employees said depends on the needs training is need is decides. Interpretation: It can be interpreted that the maximum numbers of employees feels that on the job training is necessary.
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A Study Of Employees Training And Development Q5. Which method is most suitable for training?
Response Step by Step Instruction Coaching / Lecture Conference / Discussions Programmed Instructions. Total
No of employees 15 16 05 24 60
Programmed Instructions. 40%
Step by Step Instruction 25%
Step by Step Instruction Coaching / Lecture Conference / Discussions
Coaching / Lecture 27%
Programmed Instructions.
Conference / Discussions 8%
Analysis: Out of 60, 15 employees said Step by Step Instruction is good, 16 employees said Coaching / Lecture is good, 05 employees said Conference / Discussions, 24 employees said Programmed Instructions are good. Interpretation: It can be interpreted that the maximum numbers of employees said Programmed Instructions is good method of training.
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A Study Of Employees Training And Development Q6. Do you experience fruitful changes in working efficiency after being trained?
No 33% Yes No Yes 67%
Analysis: Out of 60, 40 employees said Yes and 20 employees said No. Interpretation: It can be interpreted that the maximum numbers of employees feels that training help in improving their performance.
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A Study Of Employees Training And Development Q7. Does the training enhance organization effectiveness?
No 42% Yes No Yes 58%
Analysis: Out of 60, 35 employees said yes and 25 employees said no. Interpretation: It can be interpreted that the maximum numbers of employees feels that training help in improving organization performance.
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Q8.
Do company provide study material before the training program?
No 0%
Yes No
Yes 100%
Analysis: Out of 60, 60 employees said Yes and 0 employees said No. Interpretation: It can be interpreted that the organization provides study materials.
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A Study Of Employees Training And Development Q9. Are you satisfied with the training procedure?
Response Fully Satisfied Partly satisfied Satisfied Dissatisfied Total
No. of employees 20 13 15 12 60
dissatisfied 20% Fully Satisfied 33% Fully Satisfied Partly satisfied satisfied satisfied 25% Partly satisfied 22% dissatisfied
Analysis: Out of 60, 20 employees are fully satisfied, 13 employees are partly satisfied, 15 employees are satisfied and 12 employees are dissatisfied. Interpretation: It can be interpreted that the maximum number of employees fully satisfied.
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A Study Of Employees Training And Development Q10. Do you get innovative ideas during training?
No 5%
Yes No
Yes 95%
Analysis: Out of 60, 57 employees said Yes and 03 employees said No. Interpretation: It can be interpreted that the maximum numbers of employees get ideas during training session.
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FINDING & RESULTS
60
Findings and Results

It is found that the Employees like the training programme. The company conducts training at frequent intervals. Employees are satisfied with the training sessions done in company. Employees are happy that they are considered as important part in company. Employees are always ready for training sessions. Employees are generous to get involved in the training session and take part actively.
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BIBLIOGRAPHY
62
BIBLIOGRAPHY:
1. Making performance work effectively: - Philip Tom: McGraw Hill Book Company: England: 1983. 2. Principles and procedures in evaluating performance: John C. Flanagan: volume 28. 3. Public Personal Administration: S L Goel: Sterling Publishers Pvt. Ltd.: New Delhi. 4. Training & Development: A Better way: Robert Hayden: Volume 52. 5. Research Methodology Methods and Techniques: Kothari C. R.: Willey Easter: New Delhi. 6. P. Jyothi, P., Venkatesh, D.N., Human Resource Management 7. Kothari, C. R., Methods and Techniques, New Delhi, New Age International Publications 8. Aswathappa, K., Human Resource Personal Management
Websites Search:
www.wiki.com www.google.com www.msn.com
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QUESTIONNAIRE
64
Questionnaire for Employees

Q1. Since how many years you are working in the company? a. 0-5 Years b. 5-10 Years
c. 10-15 Years d. More than 15
Q2.
Do you like to attend the training program? a. Yes b. No
Q3
Do you feel training is necessary for any employee for developing his skills? a. Yes b. No
Q4.
Which technique is most suitable for training? a. On the job b. Off the job c. Depends on need
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A Study Of Employees Training And Development Q5. Which method is most suitable for training? a. Step by Step Instruction b. Coaching / Lecture c. Conference / Discussions d. Programmed Instructions. Q6. Do you experience fruitful changes in working efficiency after being trained? a. Yes b. No Q7. Does the training enhance organization effectiveness? a. Yes b. No Q8. Do company provide study material before the training program? a. Yes b. No Q9. Are you satisfied with the training procedure? a. Yes b. No Q10. Do you get innovative ideas during training? a. Yes b. No
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Training and Development

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A Study Of Employees Training And Development

INDEX Sr No 1 Page no. 2

Data Interpretation And Analysis

Finding And Results

S. Com. College, Gondia

A Study Of Employees Training And Development

S. Com. College, Gondia

A Study Of Employees Training And Development

Policy & Procedures Manual

Establishing a successful relationship with our customers and our suppliers

S. Com. College, Gondia

A Study Of Employees Training And Development

Discipline and code of conduct

S. Com. College, Gondia

S. Com. College, Gondia

Disciplinary code and procedure:

S. Com. College, Gondia

S. Com. College, Gondia

A Study Of Employees Training And Development

Employment Status and Records

Access to Personal Files

Personnel Data Change

S. Com. College, Gondia

A Study Of Employees Training And Development

Employee Benefit Programs

1. Group Accident Insurance

Provident Fund Bonus Gratuity Leave encashment LTA Medical HRA

Earned Leave Benefits [27 days in a year]

S. Com. College, Gondia

Maternity Leave Benefits

S. Com. College, Gondia

A Study Of Employees Training And Development

Bonus: THE PAYMENT OF BONUS ACT, 1965

S. Com. College, Gondia

A Study Of Employees Training And Development

Payment of Gratuity Act, 1972

4.9 SODEXHO PASS MEAL VOUCHERS

S. Com. College, Gondia

4.10 MEDICAL REIMBURSEMENT

4.11 Leave Travel Allowance (LTA):

S. Com. College, Gondia

A Study Of Employees Training And Development

4.12 MOBILE PHONE POLICY

S. Com. College, Gondia

A Study Of Employees Training And Development

4.13 House Rent Allowance HRA

S. Com. College, Gondia

A Study Of Employees Training And Development

Time Keeping / Pay Roll

S. Com. College, Gondia

A Study Of Employees Training And Development

Work Conditions and Hours

S. Com. College, Gondia

S. Com. College, Gondia

A Study Of Employees Training And Development 1.4

S. Com. College, Gondia

S. Com. College, Gondia

Work Place Violence Prevention

S. Com. College, Gondia

S. Com. College, Gondia

A Study Of Employees Training And Development 1.14

S. Com. College, Gondia

A Study Of Employees Training And Development