AT F.C. SONDHI & CO. (INDIA) PVT. LTD.

Mr. F.C. Sondhi started a company in England by the name of F.C. Sondhi & Company Limited. At that time it was dealing only in Toys but after the partition of India in 1947, Mr. F.C. Sondhi felt that perhaps he could help the small Sports Goods Industry in Jalandhar by importing some goods from India and selling them in England.

He set up a branch of his company in Jalandhar City. The branch was situated at No.1 Basti Nau and he appointed a Manager, Mr. M. R. Khorana to look after the company. Though the industry was only just beginning to settle down after the upheaval of partition, yet small quantities of Hockey sticks, Cricket balls, Footballs etc., were purchased from Jalandhar and exported to England.

In 1961 the Indian Government passed a law saying that all branch offices of foreign companies must be Indianised and the company then was converted to F.C. Sondhi & Company (India) Pvt. Ltd., with local shareholders. The company continued to export goods to F.C. Sondhi & Company Limited in England but also to other Sports Goods Importers in England. In fact Mr. F.C. Sondhi established contacts with others in England who started imparting from the Indian Company. The company continued to be a merchant exporter up to the year 1967.

Today, the FCS family consists of over 400 loyal and dedicated staff and workers. The entire factory is now housed at Sondhi Nagar on the outskirts of Jalandhar City. The total area of land there is 20 acres and provides ample room for expansion in years to come. The factory is beautifully landscaped with flowers and trees and is one of the most environmentally satisfying settings available for a factory in Jalandhar City.

English Willow Cricket Bats Kashmir Willow Cricket Bats Abdo-guards shin-guards chest-guards arm-guards and thighpads Plastic blow-moulded bats stumps and bases helmets The company is manufacturing for major brands in UK, Australia,

South Africa, New Zealand and the West Indies, United Kingdom, Bangladesh.

It is a learning process that involves the acquisition of knowledge, sharpening of skills, concepts, rules, or changing of attitudes and behaviours to enhance the performance of employees. Training is activity leading to skilled behavior

Traditional Approach: Most of the organizations

before never used to believe in training. They were holding the traditional view that managers are born and not made. There were also some views that training is a very costly affair and not worth. The modern approach: of training and development is that Indian Organizations have realized the importance of corporate training. Training is now considered as more of retention tool than a cost. The training system in Indian Industry has been changed to create a smarter workforce and yield the best results.

Optimum Utilization of Human Resources Development of Human Resources Development of skills of employees Productivity Team spirit Organization Culture Organization Climate Quality Healthy work-environment Health and Safety Morale Image Profitability Training and Development aids in organizational development

 1.

Principal objective: To make sure the availability of a skilled and willing workforce to an organization. other objectives: There are four other objectives:
Individual Objectives help employees in achieving their personal goals, which in turn, enhances the individual contribution to an organization. Organizational Objectives assist the organization with its primary objective by bringing individual effectiveness. Functional Objectives maintain the departments contribution at a level suitable to the organizations needs Societal Objectives ensure that an organization is ethically and socially responsible to the needs and challenges of the society.

2.

3.

4.

This is the era of cut-throat competition and with this changing scenario of business; the role of HR professionals in training has been widened. HR role now is: 1. Active involvement in employee education 2. Rewards for improvement in performance 3. Rewards to be associated with self esteem and self worth 4. Providing pre-employment market oriented skill development education and post employment support for advanced education and training 5. Flexible access i.e. anytime, anywhere training.

MOTIVATION FEEDBACK REINFORCEMENT PRACTICE INDIVIDUAL DIFFERENCES

TO INCREASE PRODUCTIVITY TO IMPROVE QUALITY TO HELP A COMPANY FULFILL ITS FUTURE PERSONNEL NEEDS TO IMPROVE ORGANIZATIONAL CLIMATE TO IMPROVE HEALTH AND SAFETY PERSONAL GROWTH

Shortage of skill Technological Obsolesce Personal Obsolesce Organization Obsolesce Increased Productivity Coercive Training by Government Human Capital

Three basic types of inputs:

Skills

Attitude
Knowledge

NEW RECRUITS TO THE COMPANY TRANSFEREES WITHIN THE COMPANY PROMOTIONS NEW PLANT OR EQUIPMENT NEW PROCEDURES NEW STANDARDS, RULES AND PRACTICES NEW RELATIONSHIP AND AUTHORITIES MAINTENANCE OF STANDARDS THE MAINTENANCE OF ADAPTABILITY THE MAINTENANCE OF MANAGEMENT SKILLS & STANDARDS RETIREMENT AND REDUNDANCY

Orientation training Job training Safety training Promotional training Refresher training

Two Broad Method ON- THE- JOB METHODS: On the job techniques enables managers to practice management skills, make mistakes and learn from their mistakes under the guidance of an experienced, competent manager. OFF- THE- JOB METHODS: It includes anything performed away from the employees job area or immediate work area.

Job Rotation Job instruction training Coaching Committee assignments

Two broad categories are: IN HOUSE PROGRAMMES OFF-SITE PROGRAMMES

Vestibule training Role-playing Lecture method Conference or discussion Programmed instruction

FCS provides training to all its employees as per the policy of the organization. PURPOSE OF TRAINING: To ensure availability of trained manpower. SCOPE: All categories of employees

MAJOR OBJECTIVE To analyze the existing training practices, its effectiveness and recommend measures to improve the training practices in FCS.

MINOR OBJECTIVES To study the frequency of training, training methods and their effects on the trainees and recommend certain measures for improvement. To understand the present practices enforced in respect of training at the personnel department and recommend any changes if necessary. To take feedback and analyze the level of satisfaction amongst the employees in respect of training activities and suggest alternatives.

 LIMITATIONS

OF THE STUDY The following are the limitations of the study: The sample size was small and hence the results can have a degree of variation. The response of the employees in giving information was lukewarm.

Training is considered as a positive step towards augmentation of the knowledge base by the respondents. The objectives of the training programmes were broadly known to the respondents prior to attending them. The training programmes were adequately designed to cater to the developmental needs of the respondents. Some of the respondents suggested that the time period of the training programmes were less and thus need to be increased. Some of the respondents also suggested that use of latest training methods will enhance the effectiveness of the training programmes. Some respondents believe that the training sessions could be made more exciting if the sessions had been more interactive and in line with the current practices in the market. The training aids used were helpful in improving the overall effectiveness of the training programmes. The training programmes were able to improve on-the-job efficiency. Some respondents also recommended that the number of training programmes be increased.

Based on the data collected through the questionnaire and interactions with the Officers of FCS the following recommendations are made for consideration: The organization may utilize both subjective and objective approach for the training programmes. The organization may consider deputing each employee to attend at least one training programmes each year. The In-house training programmes will be beneficial to the organization as well as employees since it will help employees to attend their official work while undergoing the training. The organization can also arrange part time training programmes in the office premises for short durations, spanning over a few days, in order to avoid any interruption in the routine work. The organization can arrange the training programmes department wise in order to give focused attention towards the departmental