A PROJECT REPORT

ON

TRANNING EFFECTIVENESS AT THE DIGITAL ADDA ,PUNJAB MOHALI

Submitted in partial fulfilment of the requirement for the award of

Masters of Human Resource Management (MHRM)

Submitted to

L.N. Mishra Institute of Economic Development & Social Changes

1, Jawaharlal Nehru Marg ,Patna-800001

(An Autonomous Institute under Aryabhata Knowledge University ,Patna

Recognized and Aded by Ministry of HRD , Govt.of India Affiliated to UGC and

AICTE, New Delhi)

UNDER THE GUIDANCE OF : SUBMITTED BY:

Devendra Kumar Priya Singh

Asst. professor Roll No:18824

L.N.M.I ,Patna MHRM

Session:2018-20

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 DECLARATION

I, PRIYA SINGH, (ROLL NO - 18824), bonafide student of L.N. Mishra Institute Of

Economic Devlopment And Social Changes Patna, affiliated to the Aryabhatta
Knowledge University hereby declare that project entitled “A STUDY ON
EFFECTIVENESS OF TRAINING AT THE DIGITAL ADDA.”” was prepared towards the
partial fulfilment of Masters Of Human Resources Management final year degree
course from the L.N.M.I. The report was prepared by own effort and it has not been
produced earlier towards the award of any other degree or diploma from the same
university.

PLACE: Signature :

DATE: (PRIYA SINGH)

ACKNOWLEDGEMENT

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First and the foremost wishes, I would like to thank the ALMIGHTY for the blessings
to complete this project successfully. The perfect way to document this project
would be to start with acknowledging all those people who directly or indirectly
encouraged, supported me with their value added inputs without them this project
would not have been this better.
To start with I would like to thank to the faculty member of L.N.M.I,Patna for there
advice to carry out this project & providing us an opportunity to bring out our
talents & skills in form of the project work.

I am highly indebted to Dr.Devendra Kumar, for his guidance & constant

supervision as well as for providing necessary information regarding the project &
also for her support in completing the project.

It is with immense pleasure and respect that I express my deep sense of

gratitude to Mr. Varun nayyar (HUMAN RESOURCES EXECUTIVE), for his valuable
inputs, methods, constant encouragement, care and inspiration throughout the
period of my project work. I owe my sincere thanks to other teaching as well as
non-teaching staf and my family and friends for their constant encouragement and
guidance throught out the project.

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 TABLE OF CONTENT
SL.NO. CONTENTS PAGE
NO.
CHAPTER 1
1.1 INTRODUCTION OF THE 5
STUDY
1.2 OBJECTIVES OF THE 6
STUDY
1.3 NEEDS & PROBLEMS OF 7
THE STUDY
1.4 METHODOLOGY OF THE 8-9
STUDY
1.5 SCOPE OF THE STUDY 10
1.6 LIMITATION OF THE 11
STUDY
CHAPTER 2
2.1 INDUSTRIAL PROFILE 12-21
CHAPTER 3
3.1 TRANINGEFFECTIVENESS: 22-28
COCEPTUALPRELUDE
CHAPTER 4
4.1 TRANING EFFECTIVENESS 29-35
AT THE
DIGITAL ADDA
CHAPTER 5
5.1 DATA INTERPRETATION & 36-46
ANALYSIS
CHAPTER 6
6.1 FINDINGS 47
6.2 SUGGESTIONS 48
6.3 CNCLUSION 40-50
ANNEXURE
QUESTIONNAIRE 53-56
BIBLOGRAPHY 57-59

4|Page
CHAPTER 1

1.1 INTRODUCTION
As a part of the curriculum of MHRM (III) semester, I underwent my
……… Summer training project at THE DIGITAL ADDA . This six-
weeks training in an industrial organization seems to be necessary
for the complete understanding of the phenomenon related with
Training effectiveness. This study prescribes add situation before
the researcher, there by he/she gets perfection. This short of study
injects flavors of confidence in heart and mind of the researcher. It
provides ample opportunity to comprehend the phenomenon and
suggest best solution of it. I was assigned the title "Training
effectiveness". My topic is concerned with the employee's
development at THE DIGITAL ADDA, PUNJAB. Employees training
tries to improve skills, or add to the existing level of knowledge so
that employees is better equipped to do his present job, or to
prepare him for 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 or learning activities done for the primary
purpose of helping members of an organization to acquire and
apply the same. Broadly speaking training is the act of increasing
the knowledge and skills of an employee for doing a particular job.
In today’s scenario change is the order of the day and the only way
to deal with it is to learn and grow. Employees have become central
to success or failure of on organization they are the cornucopia
ideas. So it high time the organization realize that “train and retain
is the mantra of new millennium.”

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 1.2 OBJECTIVES OF THE STUDY
The specific objectives of the study are:
➢ To examine the effectiveness of training in overall
development of skills of
workforce.
➢ To examine the impact of training on workers.
➢ To study the changes in behavioral pattern due to
training.
➢ To find out new methods of training and development
in THE DIGITAL
ADDA, PUNJAB.

I have tried to take a view on the topic in a practical manner, so

that the feedback can be provided to the organization.

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 1.3 NEED & PROBLEM STATEMENT FOR
THE STUDY

Training is the act of increasing the knowledge and skills of an employee for doing a
particular job. It utilizes a systematic and organized procedure by which employee
learns technical knowledge and skills. Training refers to the teaching and learning
activities carried on for the primary purpose of helping members of an organization.
Training is closely related with education and development but needs to be
differentiated from these terms. It is aimed at improving the behaviour and
performance of a person.

Training is a continuous and life long process. Training provides an atmosphere of

sharing synthesizing with the help of the trainers, the information already available
on the subject. Understanding the training need requirements of employees is of
huge concern for any company. The impact of knowing the employees performance
based on training provided is crucial. Hence, this study focuses on the various
training methods and practices adopted at The Digital Adda ,Punjab (Mohali)

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 1.4 MEANING OF RES EARCH &
DEFINITION
Research refers to a search for knowledge. Once can also define
research as a scientific and systematic search for pertinent
information on a specific topic.
• Research is an art of scientific investigation.
Systematized effort to gain new knowledge [Redman and Mary].
• It is a voyage of discovery .
METHODOLOGY can be defined as
• “The analysis of the principles of methods, rules, and postulates
employed by a discipline”.
• “The systematic study of methods that are, can be or have been
applied within a discipline”.

• A PARTICULAR PROCEDURE OR SET OF PROCEDURES”.

Methodology includes a collection of theories, concepts or ideas as
they relate to a particular discipline or field of inquiry: Methodology
refers to more than a simple set of methods; ] rather it refers to the
rationale and the philosophical assumptions that underlie a
particular study relative to the scientific method. This is why
scholarly literature often includes a section on the methodology of
the researchers. This section does more than outline the
researchers’ methods might explain what the researchers’
ontological orepistemological views are. Another key (though
arguably imprecise) usage for methodology does not refer to
research or to the specific analysis techniques. This often refers to
anything and everything that can be encapsulated for a discipline
or a series of processes, activities and tasks. Examples of this are
found in software development, project management and business
process fields. This use of the term is typified by the outline who,
8|Page
what, where, when, and why. In the documentation of the processes
that make up the discipline, that is being supported by "this"
methodology, that is where we would find the "methods" or
processes. The processes themselves are only part of the
methodology along with the identification and usage of the
standards, policies, rules, etc. Researchers acknowledge the need
for rigor, logic, and coherence in their methodologies, which are
subject to peer review.
RESEARCH METHODOLOGY
Primary data was collected through:
• Questionnaires
• Personal observations Secondary data was collected through
• Newspapers
• Magazines
• Internet
SAMPLE SIZE
Sample size is decided under three decisions:
1- Sample Size unit – THE DIGITAL ADDA
2- Sample Size No. - 100Staff members.
3- Sample size method - Rating Method

PERIOD OF THE STUDY

The period of the study consists of 45 days in a reputed industrial
organization, which is the developer of softwares situated at
Punjab,Mohali..
Data collection:
Data was collected through both primary and secondary sources.
The primary data was collected through administration of
questionnaire through personal observation. Secondary source
9|Page
includes article from magazines. Company's manual and Internet
was also used to collect data (secondary).

1.5 SCOPE OF STUDY

In this project I have tried to present details about the training and
development programs being presently followed in THE DIGITAL
ADDA and the feedback,
I collected from different employees during my interaction with
them.
The scope of training effectiveness can be explained with the help
of following points:
 exact position of performance of employees through their
feedback
 Development of the employees through various training and
development programs.
 Developing altered of unbiased treatment to all employ

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 1.6 LIMITATION OF STUDY

During my training period although the management and plant

personnel were very cooperative & extended their full support, yet
there were following limitations associates with my study which I
would like to mention:
Due to the busy schedule of an organization I was unable to grasp
the precious words of the HRD Manager.
The lack of avability of information,the collected one may not give
the correct information as in the time period of 45 days, it is very
difficult to get the clear pictures.

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CHAPTER- 2

2.1 CORPORATE
PROFILE

THE DIGITAL ADDA

F-469, 2ND FLOOR, INDUSTRIAL AREA, PHASE 8B, MOHALI
T – (+91) 8146607244
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 E - thedigitaladda1@gmail.com

...::: PARTNERS WITH WORLD LEADERS :::...

13 | P a g e
PARTNER ID: 4876923
PARTNER ID:V102302

PARTNER ID: 967259

PARTNER ID: 104828338816561619202

...::: ABOUT US :::...

14 | P a g e
THE DIGITAL ADDA that provides services in Education, Development and Consultancy under single
umbrella. THE DIGITAL ADDA has completed successful 4 years in industry and having own Research and
Development centre along with state of art infrastructure. THE DIGITAL ADDA has been incorporated in
order to focus on and take advantage of its expertise in the delivery of effective high end customized
training from dot to dimensions. Our company’s extensive capabilities come as a result of being the most
preferred training centre for our principles.

THE DIGITAL ADDA was established in 2014 by a team of professionals from global consulting firms having
background in engineering and management from eminent institutes like Lovely Professional University,
Phagwara, Punjab guided by senior people from Industry, Academia, & Government Sector; and specializes
in customized IT and Management Training on various software products and development tools
addressing the growing needs of the Industry.

1PARTNERSWITH:GOOGLE|MICROSOFT|IBM|C
I S C O | I N T E L CORPORATE PROFILE THE DIGITAL ADDA F-469,
2ND FLOOR, INDUSTRIAL AREA, PHASE 8B, MOHALI T – (+91)
8146607244 E ‐ thedigitaladda1@gmail.com 2 P A R T N E R S W I T
H : G O O G L E | M I C R O S O F T | I B M | C I S C O | I N T E L ...:::
PARTNERS WITH WORLD LEADERS :::... Partner ID: 4876923 Partner
ID:V102302 Partner ID: 967259 Partner ID:
104828338816561619202 3 P A R T N E R S W I T H : G O O G L E |
M I C R O S O F T | I B M | C I S C O | I N T E L ...::: ABOUT US :::...
THE DIGITAL ADDA that provides services in Education,
Development and Consultancy under single umbrella. THE DIGITAL
ADDA has completed successful 4 years in industry and having own
Research and Development centre along with state of art
infrastructure. THE DIGITAL ADDA has been incorporated in order to
focus on and take advantage of its expertise in the delivery of
effective high end customized training from dot to dimensions. Our
company’s extensive capabilities come as a result of being the
most preferred training centre for our principles. THE DIGITAL ADDA
was established in 2014 by a team of professionals from global

15 | P a g e
consulting firms having background in engineering and
management from eminent institutes like Lovely Professional
University, Phagwara, Punjab guided by senior people from
Industry, Academia, & Government Sector; and specializes in
customized IT and Management Training on various software
products and development tools addressing the growing needs of
the Industry. 4 P A R T N E R S W I T H : G O O G L E | M I C R O S O
F T | I B M | C I S C O | I N T E L The Digital Adda is one of the
leading Advertisement and Promotion Company in Punjab and
Chandigarh. It’s a beginning of the new Revolution in the
Advertisement on a Digital Platform, we also provide troining in HR
and Finance . It is a one stop shop for all the things. The revolt for
knowledge, the mission for sharing, the promise for accomplishing
the dream, and the drive for the passion had come together. A
dream for revolution which was started with Er. Karan Arora & Er.
Deepanshu Khanna during the college days is finally beginning.
This is a revolution and we are the revolutionaries. This is the
revolution in the field of the Electronics and the Information
Security. During our college days, we saw people memorizing the
list of programming languages, configuring hardware’s, and lots of
other things. But they forgot the difference between the term
learning, understanding and the memorizing. And at the end joined
the same rush and got placed, but they didn’t understand and learn
the things, so they didn’t survive much in the outer world. So, we
all decided to run a firm that will not only help the students but also
the corporate persons who work for the knowledge and use their
potentials to build up their own path. With many years of
experience working with embedded systems, Linux, Information
Security, Web Development and Networking we provide sought-
after expertise in these fields. The Professional Development
Courses help in honing the basic skills across platforms and
methodologies while the Corporate Trainings drive enablement on
specific tools and technologies. The Digital Adda has superior
infrastructure and highly qualified expertise to training engineers to
full fill their tasks & guide them to Embedded and IT related
careers. The Digital Adda has world class curriculum listed below
and state-of-art Infrastructure and tools required to train the
engineers on the Embedded Skills, Information Security and IT
16 | P a g e
Solutions Skills to enable them to independently handle complex
projects. We aim at raising standards of professionalism within the
IT training industry and creating standards of excellence against
which candidates are measured. THE DIGITAL ADDA training
programs are continuously striving for excellence in education,
training, research and consultancy in the fields of Management and
Information Technology with a Mission of Offering Value Based
Education. We produce IT professionals who can compete with the
very best in the global arena and cater to the growing demands of
the corporate world. 5 P A R T N E R S W I T H : G O O G L E | M I C
R O S O F T | I B M | C I S C O | I N T E L Our consulting and
implementation group has worked in all settings, from small
businesses with little or no computerization to large corporations
with highly structured IT departments. Our experience in software
development and implementation means that consulting
recommendations are both practical and technically possible.
Process redesign and improvement In the case that a company's
supply chain, manufacturing, or distribution operations are
structured around a system it is trying to replace, or are geared
toward a way of doing business that no longer fits current needs,
Our consulting team can help the company define its needs,
identify specific areas to be addressed, and make
recommendations for change. ..::: Management Trainings :::.. Apart
from Technical Education THE DIGITAL ADDA GROUP and Institute of
Finance and Banking Professionals also provides Management
Trainings for the streams of MBA, BBA, B.COM, B.COM (Prof.) in the
field of FINANCE, HUMAN RESOURCE, MARKETING, DIGITAL
MARKETING, INTERNATIONAL BUSINESS and IT. We do have a
trained faculty who are having an experience of 5 to 7 years in
Financial Sector, Banking, Hardcore Marketing, Retail Management
and Retail Marketing, Online or Internet Marketing and Business
Analytics Fields. ..::: OBJECTIVE :::... To enable people and
companies to maximize their business success by sharing our
experience & expertise. We stick to the following principles for
achieving our objectives: Understand Our Customer We at THE
DIGITAL ADDA understand needs and requirements of our customer
and make technology to resolve your needs and thus realize your
full potential. Know‐How to Develop Software THE DIGITAL ADDA
17 | P a g e
knows how to use technology and develop software that meets
your requirements and satisfies your business needs developing
exactly what you need. Employ Advantages of Outsourcing A large
number of companies have already taken advantage of
outsourcing. We make outsourcing benefits work for your business.
Great People Only 6 P A R T N E R S W I T H : G O O G L E | M I C R O
S O F T | I B M | C I S C O | I N T E L THE DIGITAL ADDA is a
community of professional, talented, and bright people that are
really easy to work with. Act Globally Our international experience
enables THE DIGITAL ADDA to be at the leading edge of business
and technology. ...::: OUR MISSION :::... “We have dedicated
training experience domestically / internationally in private
institutes / professional institutions / companies and our
consultants have a variety of external consulting experience with
blue chip companies. The non‐disclosure agreement does not allow
us to reveal any sensitive information of same. THE DIGITAL ADDA
envisages strengthening its Education, IT & Business Consultancy
base on industry scenario and technology development issues,
developing its consultancy capabilities, expanding its contacts with
various companies to promote exchange of innovations business
methodologies, design of business process curriculam and
monitoring the IT industry trends, country wide.” ...::: OUR
VISION :::... “To be best in people business, converging our broad
capabilities in unique ways to provide consummate results for our
clients and associates.” ...::: CORE COMPETENCY & KEYS TO
SUCCESS :::... • Exceptional skills in visualization, programming,
development and management • Proven instructional design
methodology • Clearly defined standards and procedures for all
phases • Subject matter expertise available from a pool of
corporate experts in varied technologies. • Worked extensively with
specialists on our own proprietary courseware development and
delivery systems. • Marketing power. We have our services on the
shelves with zero defect support and enough marketing power to
gain the maximum market share and fetch the opportunity of
growing IT‐ITES business. 7 P A R T N E R S W I T H : G O O G L E | M
I C R O S O F T | I B M | C I S C O | I N T E L • Product and service
quality and customer satisfaction. Everything we sell is guaranteed,
so the product and service has to do what we promise and well. •
18 | P a g e
Long‐term customer satisfaction is critical to our survival. • The
right management team, with strong foundations in marketing,
management, finance, product development and service support. •
Management style reflects the participation of the owners. The
company respects its community of co‐ workers and treats all
workers well. We attempt to develop and nurture the company as
community. ...::: STRATEGY :::... While everyone tends to agree that
we need to “do quality”, there is little understanding as to what the
word quality really means. THE DIGITAL ADDA helps you to try and
define quality process appropriately, then define the roles and
activities that are needed to achieve quality business process that
will truly bring in the benefits that are meaningful to the client. At
THE DIGITAL ADDA, our team of senior consultants assists in
realizing this dream into practical achievement. These consultants
have a vast industry experience and expertise in different business
domains. The consultants have been trained exhaustively to
cultivate characteristics that help us better understand clients
feeble areas, future requirements and thereafter through their
knowledge and experience provide the best practical solutions. THE
DIGITAL ADDA will follow four concise strategies to achieve the
desired growth. We will build customized versions of our standard
products, providing more value for specific groups of customers. We
will develop a strong marketing infrastructure. This is the key for us
to get our products out on the market. THE DIGITAL ADDA will focus
on small to medium size companies, the segment that has been
largely ignored by the competition. Lastly, THE DIGITAL ADDA will
focus on follow‐up technology which is more appropriate for the
masses, instead of leading technology which is best suited for
experts. ...::: TRAINING PHILOSOPHY :::... We believe that the best
way to learn is to learn by “doing” or kinesthetically. To that end,
the emphasis is on intuitive interface and extensive interaction. Our
training schedules are highly practice oriented along with theory, 8
PARTNERSWITH:GOOGLE|MICROSOFT|IBM|CI
S C O | I N T E L are dynamic and flexible enough to address needs
of the IT industry. Instructional Strategies • Presentation •
Interactivity • Hands‐on‐Training Feedback THE DIGITAL ADDA
ensures the quality of its training and services through feedback
mechanism. To deliver the services, THE DIGITAL ADDA has
19 | P a g e
developed: • Pre‐assessment feedback process: to ensure that the
instructor knows the level of the participant and his expectations
from the training. • Post‐assessment feedback: to ensure that the
participant’s expectations are met and delivery of the training is as
required. THE DIGITAL ADDA has a professional learning
environment wherein students from different technologies are
made worthy i.e. interviews, group discussions, counseling to face
the corporate challenges. ...::: SERVICES :::.. EDUCATION Instructor‐
Led Private Classroom Training THE DIGITAL ADDA Training Program
is a fully supported, hands‐on classroom training solution
conducted at the company's training facilities. With this training
option, students will directly benefit from the knowledge of
experienced instructors who are experts in their fields and are
dedicated to presenting even the most technical courses in a way,
which is clear and easy to understand. Our training curriculum is
customized specifically to your needs and classes are conveniently
scheduled in part‐ 9 P A R T N E R S W I T H : G O O G L E | M I C R
O S O F T | I B M | C I S C O | I N T E L and full‐day sessions, so that
you can reduce your out‐of‐office time or accelerate your learning.
On‐site Training On‐site training permits companies to adapt our
courses to their organization's specific environment, goals, delivery
mechanism, or curricula needs. Public Enrolment Classes State‐of‐
the‐art computer training facilities, small classes, challenging, well‐
structured hands‐on exercises, and convenient access to first‐rate
materials and instructors are all elements of our truly effective
training programs. One‐on‐One Training One‐on‐one instruction is
personal, step‐by‐step learning for your specific needs with a
private instructor by our side. Whether you are a novice or
experienced computer user, you can benefit from private computer
instruction. E‐Learning E‐Learning training offers high quality, self‐
paced training that helps individuals achieve their goals
conveniently anytime, anywhere ‐ 24 hours per day, 365 days per
year! This would be done via video conferencing. We are currently
doing it for few foreign batches. Computer‐Based Training (CBT)
CBT is a flexible, convenient, and cost‐efficient method to impart
knowledge. It captivates your audience with stimulating
explanations that make use of cutting edge multimedia techniques
including graphics, photographs, animation and simulations.
20 | P a g e
Professional Development Training Professional Development
Training solutions fit every learning style and delivery. We provide
both standard and customized classes on‐site of our corporate. 10 P
ARTNERSWITH:GOOGLE|MICROSOFT|IBM|CIS
C O | I N T E L Project Management Training & Consulting Project
Management Training and Consulting services focus on project
management improvement initiatives. Your immediate benefits and
sustainable value include – higher quality of products and service;
lower cost of products and services; an increase in customer
satisfaction; reduced cycle time; and so much more! Facilitation
Training & Consulting Whether you are leading a task force,
establishing performance objectives in a quality team, or working
with executives through strategic planning ‐ the key is effective
facilitation techniques. The workshop familiarizes you with
techniques and terminology with emphasis on getting the session
started, focusing the group, managing dysfunction, and building
consensus. Personality Development Workshop Communication is
something which all of us do from the very first day of our life, yet
there is a question that haunts us most of the time “Did I express
myself correctly in such and such situation?” The answer to this
question is really tricky, because in some cases we leave our
signatures and good impression but in some others we even fail to
get our idea clearly. It happens mostly because we don’t know how
to act in certain situations. Every time we fail we don’t lose
completely, we do learn something, but prior knowledge of the
same thing could be more beneficial because then we could have
turned that failure into success. The course / workshop would focus
at many aspects of personality, like:  Building positive
relationships with peers & seniors  Building self‐confidence 
Developing clear communication skills  Exploring and working on
factors that help or hinder  effective interpersonal communication
 Learning impacts of non‐verbal behavior & Dealing 11 P A R T N E
RSWITH:GOOGLE|MICROSOFT|IBM|CISCO|INT
E L with difficult situations and difficult people THE DIGITAL ADDA
has provided information technology solutions and management
services to a mix of global mid‐sized companies and organizations.
In addition to public domain THE DIGITAL ADDA conducts training

21 | P a g e
for its corporate clients. Our training programs cover the range of
software trainings available, right from basic application training to
advanced high‐ended programming. LIST OF COLLEGES ( ON
CAMPUS TRAINING – TECHNICAL AND MANAGEMENT ) 1. Lovely
Professional University, Phagwara 2. CT Institutions, Shahpur
Campus, Nakodar 3. Dr B.R. Ambedkar National Institute of
Technology, Jalandhar 4. DAV Institute of Engineering and
Technology, Jalandhar 5. Thapar University, Partiala 6. Ferozepur
Institute of Management, Ferozepur 7. Innocent Heart Group of
Institutions, Jalandhar 8. Dips Institute of Management and
Technology, Jalandhar 9. North West Group of Institutions, Moga 10.
St. Soldier Group of Institutions, Jalandhar 11. A PEE JAY College of
Management and Technology, Jalandhar 12. UIET, Chandigarh 13.
GNE, Ludhiana 14. Kanya Maha Vidyalaya, Jalandhar 15. Prem
Chand S.D. College for Women, Jalandhar 16. Doaba College,
Jalandhar LIST OF COLLEGES ( FOR TECHNICAL TRAININGS ) 1.
Lovely Professional University, Phagwara 2. CT Institutions, Shahpur
Campus, Nakodar 3. Dr B.R. Ambedkar National Institute of
Technology, Jalandhar 4. DAV Institute of Engineering and
Technology, Jalandhar 5. Thapar University, Partiala 6. Rayat &
Bahra University, Ropar Campus 12 P A R T N E R S W I T H : G O O
G L E | M I C R O S O F T | I B M | C I S C O | I N T E L 7. Rayat &
Bahra College, Hoshiarpur Campus 8. DAV University, Jalandhar 9.
GNA University, Phagwara 10. Ferozepur Institute of Management,
Ferozepur 11. St. Soldier Group of Institutions, Jalandhar 12. UIET,
Chandigarh LIST OF COLLEGES ( FOR MANAGEMENT TRAININGS ) 1.
Lovely Professional University, Phagwara 2. CT Institutions, Shahpur
Campus, Nakodar 3. Ferozepur Institute of Management, Ferozepur
4. Innocent Heart Group of Institutions, Jalandhar 5. Dips Institute of
Management and Technology, Jalandhar 6. North West Group of
Institutions, Moga 7. St. Soldier Group of Institutions, Jalandhar 8. A
PEE JAY College of Management and Technology, Jalandhar 9. Kanya
Maha Vidyalaya, Jalandhar 10. Prem Chand S.D. College for Women,
Jalandhar 11. Doaba College, Jalandhar 13 P A R T N E R S W I T H :
G O O G L E | M I C R O S O F T | I B M | C I S C O | I N T E L ...:::
WHAT MORE YOU NEED? :::.. THE DIGITAL ADDA staff offers
consulting support for Colleges / Campus / Companies who seek our
training, consulting and IT implementation services. Our experience
22 | P a g e
in trainings, software development and implementation means that
consulting recommendations are both practical and technically
possible. THE DIGITAL ADDA consulting team can help the colleges,
campuses, companies define its needs, identify specific areas to be
addressed, and make recommendations for change. For Queries
Please Contact: Founder/ CEO : Mr. Karan Arora
ceo@thedigitaladda.com / 9914077736 CMO/Training Manager : Mr.
Varun Nayyar Hr Manager : cmo@thedigitaladda.com / 8146607244
Ms Priya Dogra hr@thedigitaladda.com / 98721-37121 14 P A R T N
ERSWITH:GOOGLE|MICROSOFT|IBM|CISCO|IN
TEL

CHAPTER - 3

3.1 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 these requirements, training is
not important. When this not the case, it is necessary to raise the
skills levels and increase the versatility and adaptability of
employees.

23 | P a g e
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 today 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 employees training is not only 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 employees and how to know
what kind of training he can go for?
Training being 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 train and retain the
best resource in the world to reap the best out of it.
Development is integral part of training if somebody is trained
properly and efficiently the developments of that individual and the
company for whom he is working. Here we discussed about
development of employees, how much to identify the needs, and
after developing how to develop executive skill to sharpen their
knowledge. Learning should be continues process and one should
not hesitate to learn any stage. Learning and developing is fast and
easy at THE DIGITAL ADDA.

LITERATURE REVIEW:

24 | P a g e
 Dr.sarbjit, direction apeejay college of engineering, gurgon, india,
august 18, 2009.In today’s fast moving economy and prevailing
uncertainty all around us, the role of HRD is lot more than just
identifying suitable manpower and meeting organizational training
needs. Developing people’s full capabilities and managing them
well is the heart of any organization. This articles focus on three
controlling elements for the success of any business that are
people, time and cost. Paul lewis, William j. rothwell, lindamillar,
ahad osman-gani,14/2010.This article says that, the effective use of
human resources is seen as a perquisite, and the training of
employees as paramount. The growth of training as an academic
subject reflects its growth in practice. Department of psychology &
institute of Molecular Biology, University of Oregon, Eugene, OR
97403; and †Sackler Institute for Developmental Psychobiology,
Weill Medical College of Cornell University, New York, NY 10021
,August 9, 2005. This article test training effects on different age
group. They compared with different types of no training (control
groups) in 4years old and 6 years children and attention training
(experimental group).

lane randale crocket colifornia museum of science and industry,

California museum foundation, 700 state drive, los angeles,
California 90037, USA 2008 This article identifies useful and
feasible methods to meet these needs. Finally, it suggested that
informal science learning is understood as a collective entity. Main
focuss is on learning activities, and on methods. L.B.oio &
D.A.olanivan,2008.This article examines the impact of training and
development on the performance of home economics teaching
schools important. The study revealed among others that and
development has a positive impact on the performance of home
economics teachers.
Barid, liayd, grith Darrell, lunderson, john,2003.This article focuses
on training and development strategies require remodeling due to
globalization and fast moving business. In order to enhance
performance with less cost and development certain as peers of
business, learning opinions frameworks has been defined.

25 | P a g e
Definitions of Training
“Training means changing what employees know, how they work,
their attitudes toward their work, or their interaction with their co-
workers or supervisors”.
May authors have defined training as follows :

 Jack Halloran: Training is the process of transmitting and

receiving information related to problem solving.

 Mathis and Jackson: Training is a learning process whereby

people learn skills, concept, attitudes and knowledge to aid in
the achievement of goals.

 Dessler: Training is the process of teaching new employees the

basic skills they need to perform their jobs.

 Decenzo & Robbins: programs that are more present day

oriented, focuses on individual’s current jobs, enhancing
specific skills and abilities to immediately perform their job
called training.

 Ricky W. Griffin: Training usually refers to the teaching

operational or technical employees how to do the job for which
they were hired

26 | P a g e
Concept of Training:
Training and development play an important role in the
effectiveness of organizations and to the experiences of people in
work. Training has implications for productivity, health and safety at
work and personal development. All organizations employing
people need to train and develop their staff. Most organizations are
cognizant of this requirement and invest effort and other resources
in training and development. Such investment can take the form of
employing specialist training and development staff and paying
salaries to staff undergoing training and development. Investment
in training and development entails obtaining and maintaining
space and equipment. It also means that operational personnel,
employed in the organization’s main business functions, such as
production, maintenance, sales, marketing and management
support, must also direct their attention and effort from time to
time towards supporting training development and delivery. This
means they are required to give less attention to activities that are
obviously more productive in terms of the organization’s main
business. However, investment in training and development is
generally regarded as good management practice to maintain
appropriate expertise now and in the future. Contributing to training
has long been one of the main concerns of occupational psychology
– this is not surprising given that training involves learning and that
learning is a central issue in psychology. Training is one of the core
skills of occupational psychology. People with qualifications in and
experience of occupational psychology have been employed in
different capacities in training and development roles in
government organizations, private companies and consultancy
groups. The discipline offers many benefits and perspectives to help
resolve training issues and problems and has also been at the root
of many methods and techniques that have now become part of the
routine practices within human resource management. Training
specialists must be alert to the wider issues regarding the problems
presented to them and need the skills and confidence to deal with
them. They must understand how training fits into the wider
organizational context.

27 | P a g e
Governments have traditionally played a significant role in the
promotion and development of occupational psychology
with regard to training, because of their responsibilities for
employment, military, health and other services. People with an
occupational psychology background have been employed directly
by governments in areas such as job training, military training and
health and safety. Government agencies have also been a major
sponsor of training research and development; such investment has
often provided the major underpinning of developments in this
area. Governments can also affect the impetus for change in
organizations through legislation, taxation, and the general
general health of the economy, which in turn can create more
disposable income to create new demands for products and
services, affect the supply of raw materials and services, or put
such pressure on consumers that markets are adversely affected.
Also, government initiatives can affect health and safety
requirements, fiscal issues, competition laws, and ecological
concerns, working with new technology and employment practices.
Such changes prompt new ways of organizing and delivering these
products and services, creating new training need. The other major
source of employment and funding in training and development,
where occupational psychology plays a specialist role, is private
companies. Specialists might be employed directly within an
organization’s training and development functions or in consultancy
offering services to clients. Organizations often employ their own
specialist training and development staffs who have been recruited
from the organization’s own ranks. Organizations often prefer this
approach because they feel it is more appropriate for their training
staff to have operational and business experience than for them to
be experts in training or occupational psychology. It is often
assumed that training is simply a matter of following well-
established procedures and principles. Standard methods. It is often
necessary to understand variations that have not been responsive
to the standard procedures. This entails understanding how people
learn and how training can support this learning Training and
development staff are generally responsible for maintaining
company training and development systems, to judge training
needs and to organize the delivery of training and development.
28 | P a g e
Practitioners with an occupational psychology background may be
encountered in departments concerned with organizational
development where they are engaged with the processes of
organizational change of which training and development is a part.
It is impossible to be more specific than this.

Importance of Training:
Training of employees and managers are absolutely essential in this
changing environment. It is an important activity of HRD which
helps in improving the competency of employees. Training gives a
lot of benefits to the employees such as improvement in efficiency
and effectiveness, development of self-confidence and assists
everyone in self-management.

The stability and progress of the organization always depends on

the training imparted to the employees. Training becomes
mandatory under each and every step of expansion and
diversification. Only training can improve the quality and reduce
the wastages to the minimum.
Training and development is also very essential to adapt according
to changing environment.

Types of Training:
Various types of training can be given to the employees such as
induction training, refresher training, on the job training, vestibule
training, and training for promotion

Induction training:
Also known as orientation training given for the new recruits in
order to make them familiarize with the internal environment of

29 | P a g e
 an organization. It helps the employees to understand the
procedures, code of conduct, policies existing in that
organization.

Job instruction training:

This training provides an overview about the job and
experienced trainers demonstrates the entire job. Addition
training is offered to employees after evaluating their
performance if necessary.

Vestibule training:
It is the training on actual work to be done by an employee but
conducted away from the work place.

Refresher training: This type of training is offered in order to

incorporate the latest development in a particular field. This
training is imparted to upgrade the skills of employees.
This training can also be used for promoting an employee.
Apprenticeship training:
Apprentice is a worker who spends a prescribed period of time
under a supervisor

30 | P a g e
 CHAPTER- 4

4.1 TRAINING EFFECTIVENESS AT THE DIGITAL

ADDA
In the field of human resource management, training effectiveness
is the field concerned with organizational activity aimed at bettering
the performance of individuals and groups in organizational
settings. It has been known by several names, including employee
development, human resource development, and learning and
development Harrison observes that the name was endlessly
debated by the Chartered Institute of Personnel and Development
during its review of professional standards in 1999/2000. "Employee
Development" was seen as too evocative of the master-slave
relationship between employer and employee for those who refer to
their employees as "partners" or "associates" to be comfortable

31 | P a g e
with. "Human Resource Development" was rejected by academics,
who objected to the idea that people were "resources" — an idea
that they felt to be demeaning to the individual. Eventually, the
CIPD settled upon "Learning and Development", although that was
itself not free from problems, "learning" being an over general and
ambiguous name. Moreover, the field is still widely known by the
other names. Training and development encompasses three main
activities: training, education, and development. Garavan, Costine,
and Heraty, of the Irish Institute of Training and Development, note
that these ideas are often considered to be synonymous. However,
to practitioners, they encompass three separate, although
interrelated, activities: Training this activity is both focused upon,
and evaluated against, the job that an individual currently holds.
Education this activity focuses upon the jobs that an individual may
potentially hold in the future, and is evaluated against those jobs
development this activity focuses upon the activities that the
organization employing the individual, or that the individual is part
of, may partake in the future, and is almost impossible to evaluate.
The "stakeholders" in training are categorized into several classes.
The sponsors of training effectiveness are senior managers. The
clients of training are business planners. Line managers are
responsible for coaching, resources, and performance. The
participants are those who actually undergo the processes. The
facilitators are Human Resource Management staff. And the
providers are specialists in the field. Each of these groups has its
own agenda and motivations, which sometimes conflict with the
agendas and motivations of the others. The conflicts are the best
part of career consequences are those that take place between
employees and their bosses. The number one reason people leave
their jobs is conflict with their bosses. And yet, as author, workplace
relationship authority, and executive coach, Dr. John Hoover points
out, "Tempting as it is, nobody ever enhanced his or her career by
making the boss look stupid." Training an employee to get along
well with authority and with people who entertain diverse points of
view is one of the best guarantees of long-term success. Talent,
knowledge, and skill alone won't compensate for a sour relationship
with a superior, peer, or customer.
IMPORTANCE OF TRAINING EFFECTIVENESS

32 | P a g e
• OPTIMUM UTILIZATION OF HUMAN RESOURCES- Training
helps in optimizing the utilization of human resource that further
helps the employee to achieve the organizational goals as well as
their individual’s goals.
• DEVELOPMENT OF HUMAN RESOURCE- Training helps to
provide an opportunity and broad structure for the development of
human resources technical and behavioral skills in an organization.
It also helps the employees in attaining personal growth.
• DEVELOPMENT OF SKILLS OF EMPLOYEES- Training and
development helps in increasing the job knowledge and skill of
employees at each level. It helps to expand the horizons of human
intellect and an overall personality of the employees.
• ORGANISATION CLIMATE.
• QUALITY.
• HEALTHY WORK-ENVIRONMENT.
• HEALTH AND SAFETY.

METHODS OF TRAINING ADOPTED AT THE

DIGITAL ADDA.
There are various methods of training, which can be divided in to
cognitive and behavioural 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.
The various methods that come under cognitive approach are:
LECTURE- A method training it is one of the oldest methods of
training. This method is used to create understanding of a topic or
to influence behaviour, attitudes through lecture. A lecture can be
in printed or oral form. Lecture is telling someone about something.
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 accompanied by the discussion or lecture method.
33 | P a g e
Discussion training method this method uses a lecture to provide
the learners with context that is supported, elaborated, explain, or
expanded on through interactions both among the trainees and
between the trainer and the trainees. 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.
Computer based training With the world-wide expansion of
companies and changing technologies, the demands for knowledge
and skilled employees have increased more than ever, which in
turns, 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.
Behavioral methods are more of giving practical training to the
trainees. The various methods under behavioral approach allow the
trainee to behave in real fashion. These methods are best used for
skill development.
The various methods that come under behavioral approach are:
 GAMES AND STIMULATION
➢ BEHAVIOR-MODELING
➢ BUSINESS GAMES
➢ CASE STUDIES
➢ EQUIPMENT STIMULATORS
➢ IN-BASKET TECHNIQUE
➢ ROLE PLAY ON THE JOB TRAINING
There are many management development techniques that an
employees can take in off the job. The few popular methods are:
➢ SENSITIVITY TRAINING
➢ TRANSACTIONAL ANALYSIS
➢ STRAIGHT LECTURE/ LECTURES
➢ SIMULATION EXERCISE
34 | P a g e
TRAINING METHOD ADOPTED BY THE DIGITAL ADDA : The
training methods which are generally used in an organization are
classified into two i.e
1-ON THE JOB: On the job training places the employees in an
actual work situation and makes them appear to be immediately
productive. It is learning by doing. For jobs, that either are difficult
to simulate or can be learn quickly by watching and doing on-the
job training makes sense.
2- OFF THE JOB: Off-the-job training covers a number of
techniques classroom lectures, films, demonstration, case studies
and other simulation exercises, and programmed instruction.
INPUTS FOR MEASURING EFFECTIVENESS OF TRAINING IN
THE DIGITAL ADDA.
Any training program must contain inputs which enable the
participants to gain skills, learn theoretical concepts and help
acquire vision to look into distant future. In addition to these, there
is a need to impart ethical orientation, emphasize on attitudinal
changes and stress upon decision-making and problem-solving
abilities. 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 one’s 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. Examples of interpersonal skills include listening,
persuading, and showing an understanding of others’ feelings.
Education The main purpose of the digital adda is to provide
education to teach theoretical concepts and develop a sense of
reasoning and judgment. That any training and development

35 | P a g e
program must contain an element of education is well understood
by HR specialist. Any such program 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 (CEO’s) are known to
attend refresher courses conducted by business schools. Education
is important for managers and executives than for lower-cad
reorders. Another component of making a tranning effective 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 program. 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 enlighten all the employees in the organization about the
need of ethical behavior.
How Training is effective at THE DIGITAL ADDA:
• 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.
• Improves relationship between boss and subordinate.
• Aids in organizational development.

36 | P a g e
• Learns from the trainee. 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 skill.
• 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 prepare guidelines for work.
TRAINING EFFECTIVENESS AS SOURCE OF COMPETITIVE
ADVANTAGE:
THE DIGITAL ADDA derive competitive advantage from training and
development. Training and development program, 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 bett (3) Supervisors and peers are supportive of
the desired behaviours.
Effective training offers competitive advantage to THE DIGITAL
ADDA by removing performance deficiencies; making employees

37 | P a g e
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’s can 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
program. 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. In LUMAX training and development pays
dividends to the employee. Though no single training program
yields all the benefits, the organization which devotes itself to
effective training enhances its HR capabilities and strengthens its
competitive edge. At the same time, the employee's personal and
career goals are furthered, generally adding to his or her abilities
and value to the employer.

38 | P a g e
 Chapter-5
5.1 DATA ANALYSIS AND
INTERPRETATION:
A questionnaire was prepared for measuring effectiveness of
training distributed among the employees of the THE DIGITAL
ADDA .The primary data collected by simpler and On sampling by
using questionnaires was tabulated , converted into percentage
and displayed both in table as well as by graphical representation
for analysis. Based on the data, Interpretations were made. The
questionnaire used for carrying out survey is included in the
annexure.

GENDER OF RESPONDENTS

Employees were given questionnaire requesting them to fill up the gender. The
data collected is shown in the form of table and pie chart below.

39 | P a g e
 Table 5.1 Table showing Gender of respondents

Frequency Percent
male 73 77.5
female 27 22.5
Total 100 100.0

Chart 5.1 Chart showing Gender of Respondents in %

23%

male

77% female

Inference: Above table shows 77% of respondents were males and 23% were
females. The gender is displayed graphically using a pie chart. It shows majority of
respondents a

AGE OF RESPONDENTS
The age was divided into four different groups and respondents
were requested to specify which age group they belong. The result
is displayed in table form and bar chart form.

40 | P a g e
 Table 5.2 Table showing Age of
respondents

Age Frequenc
Percent
y
18-23 years 30 26.7
24-34 years 45 40.0
25 20.8
35-45years 10 12.5
above45 100 100.0

years
Total

Chart 5.2 Chart showing Age of

respondents

12%
27%
18-23 years

21% 24-34 years

35-45 years
above 45 years

40%

Inference: Above table shows 27% of respondents are of 18-23

age group category, 40% of respondents are of 24-34 age group
category, 21% of the respondents are of the age group of 35-45
years age group and 12% of the respondents are of the age group

41 | P a g e
 of above 45 years. It also infers that majority of the respondents
are young and below 35 years.

42 | P a g e
 QUALIFICATIONS OF THE RESPONDENTS
respondents were requested to enter their educational qualification
and the results are
displayed in table and chart format and interpreted.
Table 5.3 Table showing educational qualifications of the
respondents

Qualification Freque Percenta

ncy ge
below sslc 1 10.8
3
sslc 2 22.5
7
Hsc 4 37.5
5
graduate 2 23.3
8
post 7 5.8
graduate 1 100.0
Total 0
0

Chart 5.3 Chart showing educational qualification

of the respondents.

43
 6% 11%
below sslc
23% sslc
22%
Hsc
graduate
post graduate
38%

Inference:
Above table shows 38% of respondents are HSC pass, and 23% of
respondents are graduates, 22% of respondents are SSLC pass, 11%
of respondents are below SSLC and 6% of the respondents are
postgraduates. It infers that the most of employees are educated &
literate.
DEPARTMENT OF RESPONDENTS
respondents were requested to specify their departments for
assessing department wise training needs. The data collected is
displayed in table and chart form.
Table 5.4 Department of respondents
Department Frequenc Percenta
y ge
Production 96 80.0
Marketing 4 3.3
HR 7 5.8
Finance 3 2.5
IT 10 8.3
Total 120 100.0

Chart 5.4: Department of respondents

44
 90
80
80
70
60 producation

50 marketing
40 HR
30 Finance
20 IT
5.8 8.3
10 3.3 2.5
0
Percent

Inference: 80% of the respondents were from production

department 8.3% of the respondents were from ITdepartment 5.8
human resource department 3.3% of the respondent were from
marketing department and 2.5% of respondent were from finance
department.

DESIGNANTION OF RESPONDENT
respondents were requested to specify their designation for
assessing designation wise
training needs. The data collected is displayed in table and chart
form.

5.5 Table showings designation

of the respondents
Designation Frequenc
Percent
y
manager 20 16.7
assistant 10 8.3
manager
supervisor 5 4.2
45
operators 85 70.8
Total 120 100.0
 5.5 table chart showing designation of
the respondents

Designation
80
70.8
70
60
50
40
30 Percent

20 16.7
8.3
10 4.2
0
manager assistant supervisor operators
manager

Inference: From the above table and chart it is interred that 70.8%
of the respondent are working as operator 4.2% of the respondents
are working as supervisor 8.3% of the respondents are working as
assistant manager 16.7% are the manager.

46
EXPERIENCE OF THE EMPLOYES
The period of experience was classified into different groups and
respondents were requested to specify which group they belong.
The results of survey is displayed both in table and chart form and
interpretations are given.

5.6 Table showing work experience of the

respondents

Frequen Percen
Experience cy t
less than 5 52 43.3
years
6-10 years 46 38.3
11-15 years 13 10.8
16-20 years 4 3.3
above 20 years 5 4.2
Total 100 100.0

5.6 Chart table showing work experience

of the respondents

Work Experience
50 43.3
38.3
40
30
20 Percentage
10.8
10 3.3 4.2

0
less than 5 6-10 years 11-15 16-20 above 20
years years years years

47
Inference: Above table shows the majority of the respondents
(43.3%) are having experience less than 5years; 38.3% of the
respondents are having experience between 6-10years, 10.8% of
respondents are having experience between11-15years, 3.3% of
the respondents are having experience between 16-20 years and
4.2% of respondents are having experience above 20 years.

TYPE OF TRAINING ATTENDED

The employees were requested to disclose the methods of training
they have undergone in the organization. The result is displayed in
both table format and graphical format
Table 4.7: Type of training method attended

Type of training Frequen Perce

attended cy nt
on the job training 81 67.5
method
class room 9 7.5
coaching
Mentoring 10 8.3
Others 20 16.7
Total 120 100.0

48
Chart 5.7: Chart showing the type of training attended

Type of Training Attended

67.5
70
60
50
40
30 16.7 Percentage
20 7.5 8.3
10
0
on the job
class room mentoring others
training coaching
method

Inference: 67.5% of the respondent have gone through on the

job training, 7.5% of the respondents gone through class room
coaching, 8.3% of respondents got training through mentoring
and 16.7% have mention other type of training programme
Majority of employees responded has undergone On-the-job
training in the organization. Special training based on the needs
is conducted in addition to on- the job-training.

49
TRAINING FREQUENCY

The employees were requested to disclose how frequent they

undergone training in the organization.
The result is displayed in both table

Table 5.8 : How frequently training program

are conducted

Period Frequenc Percenta

y ge
Quarterly 62 51.7
half yearly 49 40.8
Annually 9 7.5
Total 120 100.0

Chart 5.8: Chart showing frequency of

training program

Frequency of training
programe
7.5

quaterly
40.8 51.7
half yearly
annually

50
Inference: From the above table and chart it is understand that
51.7% of the respondents have undergone training on quarterly
basis, 40.8% of the respondents have undergone training on half
yearly basis and 7.5% of the respondents they have undergo

51
 Chapter-6
CONCLUSION/ SUGGESTIONS AND
FINGINGS.
On the basis of survey through questionnaire, I hereby humbly
propose my recommendation to carry out further improvement in
existing training and development activities in THE DIGITAL ADDA.
• Efforts for making training and development formats user friendly
should be kept continued.
CONCLUSION:
This study was a learning experience for me and I came to know the
training and development programs in THE DIGITAL ADDA PUNJAB,
MOHALI. was positive in response but still more training and
development is needed in DIGITAL ADDA so that the employees are
motivated time by time and they should know their strength &
weakness so that they can work on it & improve their knowledge &
skills for the betterment of their organization.
In the last but not the least I conclude that all the training and
development programs of company are highly effective & beneficial
to the employees in giving their best contribution to their personal
growth & development as well to meet the organizational objective.
 Majority (77%) of the respondents are males and (23%) of the
respondents are female.
 Majority (40%) of the respondents are young and between the age group
of 24-34years and (12%) above the age of 45.
 Most (38%) of the respondents have educational qualification of HSC and
(5%) post graduates.
 Majority (80%) of the respondents were from production department and
(2.5%) were from finance.
 Majority (70.8%) of the respondents are working as operators and (4.2%)
of respondents are supervisors.
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 Most of the respondents (43.3%) are having experience less than 5years
and min (4.2%) of the respondents having above 20 years.
 Majority (67.5%) of the respondents have gone through on the job
training and 7.5% of respondents have gone through class room coaching.
 Majority (51.7%) of the respondents have undergone training on quarterly
basis and
7.5% have undergone training on annual basis.
 Most (46.7%) of the respondents are highly satisfied with working hours
in the organization.

 Most (35%) of the respondents said they get motivation through

“motivational talks”.
 Majority (38.3%) of the respondents have undergone training for 4-7 days.
 Majority (49.2%) of the respondents strongly agree that management
identifies the training needs.
 Majority (54.2%) of the respondents strongly agree that importance is
given for training and development.
 Majority (50.8%) of the respondents strongly agree that senior managers
are eager to develop juniors through training and development.
 Most (41.7%) of the respondents strongly agree that, adequate
importance is given for induction training in the organization.
 Majority (64.2%) of the respondents strongly agrees that the training
given in the organization is useful, realistic and based on the business
strategy of the organization.

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 Most (42.5%) of the respondents strongly agree that the training given in
the organization is helpful in developing technical knowledge and skills to
perform their duties.
 Most (38.3%) of the respondents strongly agree that the training given in
the organization is helpful in developing managerial capabilities.
 Majority (44.2%) of the respondents strongly agree that the training given
in the organization is helpful in developing human relationship
competencies.
 Most (45.8%) of the respondents strongly agree that the training given in
the organization is helpful in developing skills, ability and talent.
 Majority (50%) of the respondents agree that the training given in the
organization is helpful in improving commitment towards work.
 Majority (54.2%) of the respondents agree that the training given in the
organization is helpful in developing positive attitude and teamwork.
 Most (38.3%) of the respondents agree that they take training programme
seriously.
 Most (31%) of the employees say that the standards of in-house trainers
are excellent.
 Most (47.5%) of the respondents agree that they take training programme
seriously.
 Majority (58.3%) of the respondents strongly agree that the training
provided is capable of meeting present needs and challenges.
 Majority (54.2%) of the employees strongly agree that their performance
has been improved after training.
 Majority (54%) of the employees say that continuous feedback on their
performance is given after attending training.
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  Majority (58.3%) of the employees are fully satisfied with the quality of
training programme only (3.3%) didn’t have any opinion about it.
Majority (89.2%) of the employees were reluctant to
specify their area of

Interest fof further training.

The study on training programmes in THE DIGITAL ADDA, focused on enhancing
employees technical skills and behavioural skills by providing suitable training
method.

From the study it is found that most of the respondents are satisfied towards the
quality and effectiveness of the training programs.

The company is been provided suggestions to employees who lack behind in various
skills & job performance

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 SUGGESTION

 The organization has to concentrate more on employees who are not satisfied with
the present training methods & enhance it.

 Company must employee more graduates & post graduates.

 The identification of the training needs should be done in view of fast changing
technology, management practices and infrastructure.

 The company can develop standard measures before and after each training
program on level of knowledge, skills, attitudes and behavior will help to measure its
effectiveness more accurately.

 The company can ask its employees to suggest types of trainings methods which are
suitable for achieving their targets.

 The company can train the employees in areas like personality development,
technical training, and standard operating procedures with that they can handle
multitasks and balance their pressures.

 Evaluation of training programs should be done regularly to the employees.

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 The company can provide training in the areas of recent technological
developments.

 Training should be provided after analyzing the performance gas of employees.

 Company may provide importance to research & development

 Conduct work evaluation of employee monthly quarterly or yearly.

 Provide motivation, training and value added service for improve the productivity
and efficiency of the employee.

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ANNENXURE-
QUESTIONNAIRE:-

A STUDY ON EFFECTIVENESS OF TRAINING AT THE DIGITAL ADDA:

EMPLOYEES PROFILE:
I. Name
II. Gender:
a) Male
b) female
III. Age: a)18-23 years
b)24-34 years
c)35-45 years
d)above 45 years
IV. Educational qualification:
a)Sslc/Hsc
b)UG
c)PG
V. Department:
a) HR
b) Marketing
c) Finance
d) production
e) technical
VI. Designation:

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 a)Manager
b)Assistant manager
c)Supervisor
d)Operator
Ques 1)-How many years are you working in the company?
 0-1years
 3-4 years
 3 than years

Ques 2) - Your organization considers training as a part of

organizational strategy. Do you agree with this statement?
• STRONGLY AGREE
• AGREE
• SOME WHAT AGREE
• DISAGREE
Ques 3)- How many training programs will you attend in a year?
• Less than 10
• 10-20
• 20-40
• More than- 40
Ques 4)- To whom the training is given more in your organization?
• SENIOR STAFF
• JUNIOR STAFF
• NEW STAFF
• BASED ON REQUIRTMENT

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Ques 5)- what are all important barriers to training and
development in your organization?
• Time
• Money
• Lack of interest by the staff
• Non-availability of skilled trainers
Ques 6)- Enough practice is given for us during training session? Do
you agree with this statement?
• JOB ROTATION
• EXTERNAL RATING
• CONFERENCE/DISCUSION •
PROGRAMMED INSTRUCTION
Ques 7)- The training session conducted in your organization is
useful. Do you agree with this statement?
• STRONGLY AGREE
• AGREE
• SOME WHAT AGREE
• DISAGREE
Quest 8)- The training session conducted in your organization is
useful. Do you agree with this statement?
• STRONGLY
• AGREE
• SOME WHAT AGREE
• DISAGREE
Ques 9)- Employees are given appraisal in order to motivate them
to attend the training. Do you agree with this statement?
• STRONGLY AGREE

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• AGREE
• SOME WHAT AGREE
• DISAGREE
Ques 10)- What are the general complains about the training
session?
• TAKE AWAY PRECIOUS TIME OF EMPLOYEES
• TOO MANY GAPS BETWEEN THE SESSION
• TRAINING SESSION ARE UNPLANNED
• BORING AND USEFUL
Ques 11)- Time duration given for the training period is;
• SUFFICIENT
• TO BE EXTENDED
• TO BE SHORTEND

61
REFERENCES:

1. David A. Decenzo/Stephen P. Robins (2004) Personal Human

Resource Management

2. A. Monappa (2004), Personal Management

3. Allan pepper (1999) A Handbook on Training and Development

4. www.wikipedia.org

5. www.naukrihub/training&development.com

6. Dr. sarabjit singh, Director Apeejay College of engeneering,

Gurgon, India

7. Paul Lewis, William J. Rothwell, Lindamillar Aahad osan-gani

8. Department of psychology & Institute of molecular Biology

9. Lane Randole crocket

10.L.B.oio & D.A.olaninan

11.Barid, liayad, Grith Dorell, Lunderson, John

12.www.lumaxindustriesltd.com

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 BIBLIOGRAPHY

Books:

 Human resource management by L.M. Prasad (2014)

 Human resource management by Dipak .k.Bhattacharya (2012)
 Human resource management by k.Ashwathapa.Kharbanda, V.K.,
Commentaries on the Factories Act, 1948, Allahabab, Law Publishing
House, 1996. (2013)
 Uma sekaran, Research methods for business, Widely India Pvt. Ltd.
Daryaganj, New Delhi, 4th edition, (2006)

 Kothari C.R., Research methodology, Tata McGraw-Hill Publishing

Company Ltd., 1982. (2004)

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WEBLIOGRAPHY

 http://:www.managementhelp.org/search/management/future-
education-andtesting-trends.htm
 http://:www.sahara.org

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