EFFECTIVENESS OF TRAINING AND

DEVELOPMENT WITH SPECIAL REFERENCE TO

VOLTAS LTD.

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Serial no. Chapters Page No.

I. Executive Summary
(a) Purpose of the study.
(b) Methodology of the study.
(c) Limitation of the study.

Training and development-An

II. introduction.

Training and development at KOTAK

III. MAHINDRA BANK

IV. Research methodology

Analysis and Interpretation of the

V. study

Findings of the study

VI.
Suggestions
VII.
Conclusion
VIII.

IX. Bibliography

X. Annexure

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3
 EXECUTIVE SUMMARY

Summer Training is the inseparable aspect of the professional course today. This is the basic

criteria which makes it mandatory for the participants in any curriculum that he/she carries out in

his/her own thought and blends it with the officials data on the basis of which a complete report

is formulated.

With the philosophy in mind my Summer Training is based on the training and development

programmes carried at Sales department of VOLTAS lucknow.

(A) PURPOSE OF THE STUDY

The entire study has been based on the accomplishment of the following objectives.

 To know the benefits of training and development.

 To measure the effectiveness of the training programme.

 To know the budget level allocated for the training programme.

 To know the most effective method of the training programme.

(B) METHODOLOGY OF THE STUDY

Specific and proper methodology was needed to make the project report successful in this

Summer Training the methodology adopted has been concerned with techniques for

collecting primary and secondary data. This project report work of mine was centered in and

around sales department where we gathered responses from around 50 employee. primary

data have been gathered on the basis of the structural questionnaire which are designed under

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 the guidance of the company concerned people. The secondary information have been

gathered from the company’s internal files and records.

( C ) LIMITATIONS OF THE STUDY

There are certain limitations, which cannot be ruled out after taking all possible precaution

regarding the basic rules of personnel departments.

 First of all, the scope of study is limited as it come only important provisions laid down by

govt. for the welfare of the workers.

 The sample size was small here, the conclusion might not be right for the remaining workers.

 I do not spent very much time with every workers.

 No consolidate date available; means students depend upon the secondary data.

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6
TRAINING AND DEVELOPMENT

AN INTRODUCTION

In this changing and globalization environment organization have to

upgrade their work methods, works norms, technical and managerial skills, and employees

motivation to face the challenges due to which an employee training is most important in the

changing environment because a need for highly specialized workmen is felt in the global way.

Organisation and individual should develop and progress simultaneously for their survival and

attainment of mutual goals. So every modern management has to develop the organisation

through human resource development. Employee training is the important sub-system of human

resource development.

Training is an important activity in many organizations. we generally see that a new

machines is installed in a factory, it is operated on the trial basis before going into actual

production. After an employee is selected, placed and introduced he or she must be provided

with training facilities. Training is the act of increasing the knowledge and skill of an employee

for doing a particular job. Training is a short-term educational process and utilizing a systematic

and organised procedure by which employees learn technical knowledge and skills for a definite

purpose.

Training improves, changes, moulds the employee’s knowledge, skill, behaviour,

aptitude, and attitude towards the requirements of the job and organisation. Training refers to the

teaching and learning activities carried on for the primary purpose of helping members of an

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organisation, to acquire and apply the knowledge, skills, abilities and attitudes needed by a

particular job and organisation.

TRAINING

Training is a short term process utilizing a systematic and organized procedure by which non

managerial person acquire technical knowledge and skill for a definite purpose. It refers to

instruction in technical and mechanical operation like operation of some machines. It is designed

primarily for non managers, short duration and specific job related purposes.

NEED FOR TRAINING:

Every organisation or established should provide training to all employees

irrespective of their qualification, skill, suitability for the job etc. Thus, no organisation can

choose whether or not to train employees.

Training is not something that is done once to new employees; it is used continuously

in every well run establishment. Further, technological changes, automation, require up-dating

the skills and knowledge. As such an organisation has to retrain the old employees.

An employee’s specification may not exactly suit to the requirements of the job and

the organisation irrespective of his past experience, qualification, skills, knowledge etc. Thus

every management finds deviations between employee’s present specifications and the job

requirements and organisational needs.

The primary goal or most of the organisations is their viability is continuously

influenced by environmental pressure. If the organisation desires to adapt these changes, first it

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has to train the employees to impart specific skills and knowledge in order to enable them to

contribute to the organisational efficiency and to cope with the changing environment.

Every organization in order to survive and to be effective should adopt the latest

technology, i.e. mechanization, computerization and automation. Adoption of latest technological

means and methods will not be complete until they are manned by employees possessing skill to

operate them. So, organisation should train the employees to enrich them in the areas of changing

technical skills and knowledge from time to time.

This creates the complex problems of co-ordination and integration and integration of

activities adaptable for and adaptable to the expanding and diversifying situations. This situation

calls for training in the skills of co-ordination, integration and adaptability to the requirements of

growth, diversification and expansion. Companies constantly search for opportunities to improve

organisational effectiveness.

Trends in approach towards personnel management has changed from the commodity

approach to partnership approach, crossing the human relations approach. So training in human

relations is necessary to deal with human problems and to maintain human relations.

Training is also necessary when the existing employee is promoted to the higher level

in the organisation and when there is some new job or occupation due to transfer, techniques or

technology.

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 The need for training also arises to:

o Increase productivity.

o Improve quality of the product/service.

o Help a company to fulfils it future personnel needs.

o Improve organisational climate.

o Improve health and safety.

o Prevent obsolescence.

o Effect the personal growth.

o Minimize the resistance to change.

The factors discussed above are mostly external factors and they are beyond the personnel

manager’s control. These factors often determine the success of training objectives as shown.

Factors Purposes

Technological Advance Improved Productivity

Organisational Complexity Prevention of Obsolescence

Job Requirements Preparation for Higher Level Jobs

Human Relations Top Management Support

Learning Principles Improved Morale

Personnel Functions

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TRAINING OBJECTIVES:

Generally line managers ask the personnel manager to formulate the training policies.

The Personnel Manager formulates the following training objectives in seeping with the

Company’s goals and objectives:

 To prepare the employee both new and old to meet the present as well as the

changing requirements of the job and the organisation.

 To prevent obsolescence.

 To impart the new entrants the basic knowledge and skill they need for an

intelligent performance of definite job.

 To prepare employees for higher level tasks.

 To assist employees to function more effectively in their present positions by

exposing them to the latest concepts, information and techniques and developing

the skills they will need in their particular fields.

 To build up a second line of competent officers and prepare them to occupy more

responsible positions.

 To broaden the minds of senior managers by providing them with opportunities

for an interchange of experiences within and outside with a view to correcting the

narrowness of outlook that may arise from over specialistaion.

 To develop the potentialities of people for the next level job.

 To ensure smooth and efficient working of a department.

 To ensure economical output of required quality.

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  To promote individual and collective morale, a sense of responsibility, co-

operative attitudes and good relationships.

TRAINING METHODS:

As a result of research in the field of training, a number of programmes are available.

Some of these are new methods, while others are improvements over the traditional methods.

The training programmes commonly used to train operative and supervisory personnel are

discussed below. These programmes are classifield into on the job and off the job training

programmes.

On-the-job Methods Off-the-job Methods

* Job rotation * Vestibule training

* Coaching * Role playing

* Job instruction or * Lecture Methods

* Training through * Conference or

Step-by-step Discussion

* Committee Assignments *Programmed Instruction

* Case Studies

* Brainstorming

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On-The – Job Training Methods:

This type of training, also known as job instruction training, is the most commonly

used method. Under this method, the individual is placed on a regular job and taught the skills

necessary to perform that job. The trainee learns under the supervision and guidance of a

qualified worker or instructor. On the job training has the advantage of giving first hand

knowledge and experience under the actual working conditions. On-the-job training methods

include job rotation, coaching, job instruction or training through step-by-step and committee

assignments.

(a) JOB ROTATION: This type of training involves the movement of the trainee from

one job to another. The trainee receives job knowledge and gains experience from his

supervisor or trainer in each of the different job assignments. Though this method of

training is common in training managers for general management positions, trainees

can also be rotated from job to job in workshop jobs. This method gives an

opportunity to the trainee to understand the problems of employees on other jobs and

respect them.

(b) COACHING: The trainee is placed under a particular supervisor functions as a coach

in training the individual. The supervisor provides who feedback to the trainee on this

performance and offers him some suggestions for improvement. Often the trainee

shares some of the duties and responsibilities of the coach and relieves him of his

burden. A limitation of this method of training is that the trainee may not have the

freedom or opportunity to express his own ideas.

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 THE TRAINING PROCEDURE:

One of the parts of this programme was the job instruction-training course, which was

concerned with how to teach? The training procedure discussed below is essentially an adoption

of the job instruction training course, which has been proved to have a great value.

(a) Preparing the Instructor: The instructor must know both the job to be taught and

how to teach it. The job must be divided into logical parts so that each can be taught

at a proper time without the trainee-losing plan.

 Know the job or subject he is attempting to teach,

 Have the aptitude and abilities to teach,

 Have willingness towards the profession,

 Have a pleasing personality and capacity for leadership,

 Have the knowledge of teaching principles and methods,

 Be a permanent student, in the sense that he should equip himself with the latest concepts

and knowledge.

(b) Preparing the Trainee: As in interviewing, the first step in training is to attempt to
place the trainee at ease. Most people are somewhat nervous when approaching an
unfamiliar task.
(c) Getting Ready to Teach: This stage of the programme is class hour

 Planning the programme.

 Preparing the instructor’s outline.

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  Do not try to cover too much material.

 Keep the session moving along logically.

 Discuss each item in depth.

 Repeat, but in different words.

 Take the material from standardised texts when it is available.

(d) Presenting the Operation: There are various alternative ways of presenting the

operation, viz., explanation, demonstration etc. An instructor mostly uses these

methods of explanation.

 Explain the sequence of the entire job.

 Do the job step-by-step according to the procedure.

 Explain the step that he is performing.

 Have the trainee explain the entire job.

(e) Try out the Trainee’s Performance: As a Continuation of the presentation sequence

given above, the trainee should be asked to start the job or operative procedure.

(f) Follow-up: The final step in most training procedures is that of follow-up. When

people are involved in any problem or procedure.

PRINCIPLES OF TRAINING:

Motivation: As the effectiveness of an employee depends on how well he is

motivated by management, the effectiveness of learning also depends on motivation. The trainee

will acquire a new skill or knowledge thoroughly and quickly if he or she is highly motivated.

Thus, the training must be related to the desires of the trainee.

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 It has been found by various research studies that there is a relation between learning

rapidly and effectively and providing right information specifically, and as such the trainer

should not give excessive information or information that can be misinterpreted. The trainee also

wants to learn a new skill without much difficulty and without handing too much or receiving

excessive information or wrong type of progressive information. So, the trainer has to provide

only the required amount of progressive information specifically to the trainee.

The effectiveness of the trainee in learning new skills or acquiring new knowledge

should be reinforced by means of rewards and punishments. Punishments are also called negative

reinforcements. Management should take care to award the successful trainees.

A trainee should actively participate in the training programmes in order to make the

learning programme an effective one. Continuous and long practice is highly essential for

effective learning.

It is not clear whether it is best to teach the complete job at a stretch or dividing the job

into parts and teaching each part at a time. If the job is complex and requires a little to long to

learn, it is better to teach part of the job separately and then put the parts together into an

effective complete job.

Difference: Individual training is costly, and group training is economically viable and

advantageous to the organisation. But individuals very in intelligence and aptitude from person

to person. So the trainer has to adjust the training programme to the individual abilities and

aptitude.

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Areas of Training:

Organisations provide training to their employees in the following areas:

1) Company policies and procedures.

2) Training in Specific Skills.

3) Human relations Training.

4) Problem solving Training.

5) Managerial and Supervisory Training.

6) Apprentice Training.

 Company policies and procedures: This area of training is to be provided with a view to

acquainting the new employee with the Company Rules, Practices, Procedures, Tradition,

Management, Organisation Structure, Environment Product Services offered by company etc.

This acquaintance enables the new employee to adjust himself with the changing

situations. Information regarding company rules and policies creates favorable attitudes of

confidence in the minds of new employee about the company and its products/services, as well

as it develops in him a sense of respect for the existing employees of the company and the like.

The company also provides first hand information to the employee about the skills needed by

the company, its development programmes, quality of product/services and the like. This enables

the new employees to know his share of contribution to the organization’s growth and

development.

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 Training in Specific Skills: This area of training is to enable the employee more effective on

the job. The Trainer trains the employee regarding various skills necessary to do the actual job.

For example, the clerk in the bank should be trained in the skills of making entries correctly in

the edge, skills and arithmetical calculations, quick comparison of figures, entries and the like.

Similarly, the technical officers are to be trained in the skills of project appraisal, supervision,

follow-up and the like.

 Human Relations Training: Human relations training assumes greater significance in

organizations as employees have to maintain human relations not only with other employees but

also with their customers. Employees are to be trained in the areas of self-learning, interpersonal

competence group dynamics, perception, leadership styles, motivation, grievance redressal,

disciplinary procedure and the like. This training enables the employees for better team work,

which leads to improved efficiency and productivity of the organization.

 Problem Solving Training: Most of the organisational problems are common to

the employees dealing the same activity at different levels of the organisation. Further some of

the problems of different managers may have the same root cause. Hence, management may call

together all managerial personnel to discuss common problems so as to arrive at effective

solutions across the table. This not only helps in solving the problems but also serves as a forum

for the exchange of ideas and information that could be utilised. The trainer has to organise such

meetings, train and encourage the trainees to participated actively in such meetings.

 Managerial and Supervisory Training: Even the non-managers sometimes perform

managerial and supervisory functions like planning, decision-making, organising, maintaining

inter-personal relations, directing and controlling. Hence management has to train the

employee in managerial and supervisory skills also.

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 Apprentice Training: The Apprentice Act, 1961 requires industrial units of specified

industries to provide training in basic skills and knowledge in specified trades to educated

employees /apprentices with a view to improving their employment opportunities or to enable

them to start their own industry. This type of training generally ranges between one year to four

years. This training is generally used for providing technical in the areas like trades, crafts etc.

ADVANTAGES OF TRAINING:

The contributions of imparting training to a Company should be readily apparent. The

major values are:

 Increased Productivity: An increase in skill usually results in an increment in both quality

and quantity of output. However, the increasingly technical nature of modem jobs demands

systematic training to make possible even minimum levels of accomplishment.

 Heightened Morale: Possession of needed skills help to meet such basic human needs as

security and ego satisfaction. Collaborate personnel and human relations programmes can

make a contribution toward morale, but they are hollow shells if there is no solid core of

meaningful work down with knowledge, skill and pride.

 Reduced Supervision: The trained employee is one who can perform with limited

supervision. Both employee and supervisor want less supervision but greater independence is

not possible unless the employee is adequately trained.

 Reduced Accidents: More accidents are caused by deficiencies in people than by deficiencies

in equipment and working conditions. Proper training in both job skills and safety attitudes

should contribute toward a reduction in the accident rate.

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 Increased Organisational Stability: The ability of an organisation to sustain its effectiveness

despite the loss of key personnel can be developed only through creation of a reservoir of

employees. Flexibility, the ability to adjust to short-run variations in the volume of work

requires personnel with multiple skills to permit their transfer to jobs where the demand is

highest.

IMPORTANCE OF TRAINING:

Training Benefits the Organisation.

 Leads to improved profitability and/or more positive attitudes toward profits orientation.

 Improves the job knowledge and skills at all levels of the organisation.

 Improves the morale of the workforce.

 Helps people identify with organisational goals.

 Helps create a better corporate image.

 Aids in understanding and carrying out organisational policies.

 Provides information for future needs in all areas of the organisation.

 Organisation gets more effective decision-making and problem solving.

 Helps keep costs down in many areas, e.g. production, personnel, administration, etc.

 Develops a sense of responsibility to the organisation for being competent and

knowledgeable.

 Improves labour-management relations.

 Benefits to the Individual, Which in Turn Ultimately Should Benefit the Organisation:

 Helps the individual in making better decisions and effective problem solving.

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 Through training and development, motivational variables of recognition, achievement,

growth, responsibility and advancement are internalised and operationalised.

 Aids in encouraging and achieving self-development and self-confidence.

 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 toward personal goal 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.

 Benefits in Personnel and Human Relations, Intra and Inter group Relations and Policy

Implementation:

 Improves communication between groups and individuals.

 Aids in orientation for new employees and those taking new jobs through transfer or

promotion.

 Provides information on equal opportunity and affirmative action.

 Provides information on other governmental laws and administrative policies.

 Improves interpersonal skills.

 Makes organization policies, rules and regulations viable.

 Improves morale.

 Builds cohesiveness in groups.

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  Provides a good climate for learning, growth, and co-ordination.

TRAINING THE TRAINERS:

When an instructor is required for a training programme, the person should have a

comprehensive understanding of the training material, the subject matter, and the techniques

necessary for the effective presentation of the material. The roles of instructors can very widely

depending upon the training developer’s design for the instructor. Typical roles for the instructor

are those of traditional lecturer, administrator, facilitators, expert, and feedback provider. An

instructor may assume all the roles in a single programme or session or may rely solely on one

for a training programme. Trainer Training, Therefore, must include the entire array of activities

from classroom demeanor to discipline. Formal training for trainer generally takes a three-fold

course training principles and practices; techniques of classroom behavior; and observation and

practice; in the classroom. Trainer must also be taught the methods used for providing feedback.

In a simple stimulus-response situation, such as in the target shooting example where shooter

must know where he hit in previous round to improve, the feedback is simple. The trainer must

suppress value judgment in giving feedback. Feedback must be objective, unless the task is to

please another person.

CHOOSING TRAINERS AND TRAINEES:

Great care must be exercised in choosing effective instruction or trainees, for in a very

real sense; the success or the training programme is dependent on the persons who perform the

training task. These are little doubt that trainers themselves need to be trained and a group of

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trained trainers could from the nucleus around which the entire trainer effort of the company can

be built.

DEVELOPMENT

In contrast a development is along term process utilizing a systematic and organized procedure

by which managerial personnel get conceptual and theoretical knowledge it is not technical

knowledge or skills but philosophical theoretical educational concept. It is considered more

general than training and more oriented to individuals needs in addition to organized needs and it

is most often aimed towards management people. Usually the intent of development is to provide

knowledge and understanding function more effectively such as problem solving decision

making and relating to people

Development:

Successful candidate placed on the job need training to perform their duties effectively.

Workers must be trained to operate machines, reduce scrap and avoid accidents. It is not only the

workers who need training.

Another component of a training and development programme is development which is

less skill oriented but stresses on knowledge about business environment, management principles

and technique, human relations, specific industry analysis and the like is useful for better

management of a company. Supervisors, managers and executives also need to be developed in

order to enable them to grow and acquire maturity of though and action.

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 Training and development constitute an ongoing process in an organisation. In simple

terms, training and development refer to the importing of specific skills abilities and knowledge

to an employee.

NATURE AND SCOPE OF TRAINING AND DEVELOPMENT

In simple terms training and development refers to the imparting of specific skill and abilities

and knowledge to employee. A formal definition of training and development is……..

…….is a attempt to improve current future employee performance by increasing an employee

ability to perform through learning usually by changing the employee attitude and increasing his

or her knowledge. The need for training and development is determined by the employee

performance deficiency as follows:

TRAINING AND DEVELOPMENT NEED = STANDARD PERFORMANCE –ACTUAL

PERFORMANCE.

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 TRAINING AND DEVELOPMENT DISTINCTION

LEARNING TRAINING DEVELOPMENT

DIMENSION

WHO Non-managers managers

WHAT Technical-mechanical Theoretical conceptual

operation ideas

WHY Specific job related General knowledge

information

WHEN Short term Long run

Training is a continuous systematic development among all levels of employees of that

knowledge and their skills and attitude which contribute to their welfare and their company.

Manager development concerns the mean by which person cultivate those skills which

application will improve the efficiency and effectiveness with which the anticipated result of the

particular organizational segment are achieved.

Training is an organised procedure by which learning of knowledge or skill for definite purpose.

Development is a systematic process of training and growth by which an individual gain or

apply knowledge skill etc. in short development brings about a change in personality also.

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 THE TRAINING PROCESS

Important steps in a typical training process:

ORGANISATIONAL
OBJECTIVE

ASSESSMENT OF
TRAINING NEEDS

ESTABLISHMENT OF
TRAINING GOALS

DEVISING OF TRAINING
PROGRAMME

IMPLEMENTATION OF
TRAINING PROGRAMME

EVALUATION OF RESULT

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EVALUATION OF TRAINING PROGRAMME:

The specification of values forms a basis for evaluation. The basis of evaluation and the

mode of collection of information necessary for evaluation should be determined at the planning

stage. The process of training evaluation has been defined as “any attempt to obtain information

of the effects of training performance, and to assess the value of training in the light of that

information.” Evaluation leads to controlling and correcting the training programme. Hamblin

suggested five levels at which evaluation of training can take place, via reactions, learning, job

behavior, organization and ultimate value.

I. Reaction: Training programme is evaluated on the basis of trainee’s reactions to the

usefulness of coverage of the matter, depth of the course content, method of presentation,

teaching methods etc.

II. Learning: Training programme, trainer’s ability and trainee ability are evaluated on

the basis of quantity of content learned and time in which it is learned and learner’s

ability to use or apply, the content he learned.

III. Job Behaviour: This evaluation includes the manner and extent to which the trainee has

applied his learning to his job.

IV. Organisation:This evaluation measures the use of training, learning and change in the

job behavior of the department/organisation in the form of increased productivity, quality,

morale, sales turnover and the like.

V. Ultimate Value: It is the measurement of ultimate result of the contributions of the

training programme to the Company goals like survival, growth, profitability etc., and to

27
 the individual goals like development of personality and social goals like maxmising social

benefit.

Essential Ingredients for a Successful Evaluation:

There are three essential ingredients in a successful evaluation. They are:

(a) Support throughout the evaluation process. Support items are human resources, time,

finance, equipment and availability of data source, records etc.

(b) Existence of open communication channels among top management, participants and

those involved in providing data etc.

(c) Existence of sound management process.

Bases of Evaluation:

Training programme can be evaluated on the basis of various factors like production factor,

general observation, human resource factor, performance, tests, cost-value relationship etc.

Production Factors: In operative training, the prime measure of worth is that of productivity.

Productivity rates covering both quantity and quality are good indicators of the values of

training. In most business situations these rates will have to be obtained before and after training.

In an experimental situation, a control group that does not receive training could be compared

with the one that does in order to ascertain the effect of training. Management will generally look

first at production and wastage rates to determine the worth of operative training. The other

production factors are decrease in unit time and unit cost of production and reduction in space or

machine requirements.

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 General Observations: General observation should not be overlooked as a means of training

evaluation. The immediate supervisor is often a good judge of the skill level of his subordinates.

For on-the-job training programmes, the supervisor is, in effect, the judged of his or her own

efforts. If the supervisor is treated as a part of the professional management of the organisation

and is properly selected and trained, this self-analysis and appraisal can be quite accurate and

objective. The efficient supervisor observes accurately the level of skill and knowledge acquired

by the trainee during the training programme. Me also observe how effectively the trainees apply

the acquired skill and knowledge to the present and future jobs.

Human resource Factor: Training programme can also be evaluated on the basis of employee

satisfaction, which in turn can be viewed on the basis of:

(a) Decrease in employee turnover.

(b) Decrease in absenteeism.

(c) Decrease in number and severity of accidents.

(d) Betterment of employee morale.

(e) Decrease in grievance and disciplinary cases.

(f) Reduction in time to earn piece rates.

(g) Decrease in number of discharges or dismissals.

Performance Tests: In the immediate sense, the specific source of training can be evaluated in

terms of written and performance tests. The test is supported by a sample of what the trainee

knows or can do. Successful accomplishment of the tests would indicate successful training. But

the true test is whether or not what has been learned in training is successfully transferred and

applied to the job. It is dangerous to rely upon tests alone to demonstrate the true value of

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training. Performance appraisal on the job before and after training may be supplemented to the

tests.

Cost-Value Relationship: Cost factor in training should be taken into consideration in evaluating

the training effectiveness. Cost of various techniques of training and their value in the form of

reduced learning time, improved learning and higher performance can be taken into account.

Cost of training includes cost of employing trainers, and trainees, providing the means to learn,

maintenance and running of training centers, wastage, low level of production, opportunity cost

of trainers and trainees etc. The value of the training includes increased value of human

resources of both the trainee and trainer and their contribution to raise production, reduce

wastage, breakage, minimization of time requirement etc.

Cost-value relationship of a training programme or a training technique is helpful in:

a. Determining the priorities for training (for present and potential managers, age structure

of the trainees etc.).

b. Matching the employee and job through training.

c. Determining the work of management sacrifices (like time taken by training programme,

non-availability of staff for production during training period etc.).

d. Choosing the right training method.

e. And one of the possible combinations of the methods of training evaluation listed below

can be used by an organisation for evaluation depending upon the need and convenience.

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 PHASES IN TRAINING PROGRAMS

VARIOUS PHASES OF TRAINING PROGRAM THROUGH WHICH A

TRAINING IN THE ORGNISATION PASSES.

FIRST PHASE - TRAINING ASSESMENT

TRAINING NEEDS First identify the weakness in selling skill by management

& survey of sales representatives and customer.

Increase sale, lowered turnover, better morale, control,

PROGRAMS OBJECTIVES
improve customer relation, lower selling cost, better use of

time, and most of all setting specific objective, improve

prospecting, handling objection, strengthen closing

techniques.

WHO SHOULD BE Recruits, existing sales force, refresher course, independent

TRAINED
representative dealers distributors, users

HOW MUCH TRAINING Half day, 2-3 days, 6 months, continual

IS NEEDED

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SECOND PHASE – PROGRAMS DESIGNING

Line personal, Staff - trainers, Outside sales s

WHO SHOULD IMPART
specialist.
THE TRAINING

WHEN SHOULD After field experience, Push them of the dock (delayed)
TRAINING TAKE PLACE
continual.

Centralized, Decentralized field sales office, Senior sales

WHERE SHOULD
TRAINING BE DONE people, On- The- Job training, Local sales school, Local

sales seminar or clinic

CONTENT OF TRAINING Attitude towards selling, Company knowledge, Product

knowledge and application, knowledge of competitive

products, knowledge of customers, Time management,

skills, legal constraints on selling and selling skill.

Lectures, Discussion, Demonstration, Role playing, Audio

TEACHING METHOD
USED IN TRAINING cassette, Video enhance training, On- The –Job training,
PROGRAMS.
Company assistance training, Business TV.

32
THIRD PHASE - EVALUATION

WHAT OUTCOMES WOULD Reaction, Learning, Behaviours, Result

BE EVALUATED

Questionnaire, Observational,
WHAT MEASURES WOULD
BE USED ROR EVALUATION Performance Appraisal Reports, Ranking

Lectures, Discussion, Demonstration, Role playing, Audio cassette, Video

enhance training, On- The –Job training, Company assistance training, Business TV.

33
34
 COMPANY’S PROFILE

VOLTAS

When the Swiss based Volkart Brothers joined hands with Tata Sons Limited over 6 decades ago
to create Voltas, they believed that innovation could change the world. Today, Voltas continues to
stand at the forefront of re-engineering the future through innovative thinking and smart
engineering.

As India’s largest air conditioning company, Voltas is also one of the most reputed engineering
solution providers specializing in project management. Voltas plays a vital role in developing the
infrastructure of the nation as well as exporting their unparalleled expertise across Technology,
Engineering, Construction, Cooling and Ventilation, Infrastructure Projects, Textile, Mining and
Manufacturing sectors, making them one of the most trusted and reliable engineering solution
providers.

Voltas is among India's leading air-conditioning, refrigeration and engineering services

companies. Set up in 1954, its core competencies lie in air conditioning and cooling appliances
and services. Voltas is India's largest supplier of engineering products and services for the textile
machinery sector and is a major manufacturer of forklift trucks. It provides solutions in turnkey
pumping projects for water, effluent and sewage treatment, and water pollution control. The
company has ISO 9001-2000 certification and has executed projects in the Middle East,
Southeast Asia, Central Asia, Africa and Europe. The company mainly operates in the following
areas:

35
  Heating, ventilation and air-conditioning (HVAC) solutions: Includes the entire range of
mechanical, electrical and plumbing services for a diverse range of applications, spanning
office complexes, airports, malls, mercantile ships, atomic energy plants, IT parks,
hospitals, etc.

 •Cooling appliances: Design, manufacture and marketing of a range of air conditioners

and water coolers for household and institutional use

 •Engineering products and services: Design, sourcing, installation, training, maintenance,

etc of engineering products and services in the fields of textile machinery, machine tools,
mining and construction equipment and materials handling equipment.

 Chemicals: Import and distribution of an array of industrial, specialty and pharmaceutical

chemicals, industrial plastics and bulk drugs. The company also exports gelatine,
ultramarine blue and agrochemicals

JOINT VENTURES, SUBSIDIARIES, ASSOCIATES

Voltas's subsidiaries include Metrovol FZE, VIL Overseas Enterprises BV, Voice AntillesNV,
Weathermaker, Jebel Ali (Dubai), Simto Investment Company and Auto Aircon(India).

LOCATION

Voltas has its head office in Mumbai and regional offices in several major cities in India. Its
overseas offices are in Abu Dhabi (UAE), Hong Kong and Singapore. The company has factories
at Thane (Maharashtra) and Pant agar (Uttarakhand) in India.

36
AIR CONDITIONER INDUSTRY

An inordinately hot summer has convinced the people the comfort of an air-conditioner and large
number appears to have decided to take one home this year. Indeed, in the last few the years, the
demand for air-conditioners from the household sector has been growing rapidly. Still, the
demand growth is particularly noticeable, and was also the most significant change in the
industry during this period. According to some industry estimates, growth in volume terms has
been 45-50 per cent this fiscal. But official statistics underestimate this and even report a decline
in production. Nevertheless, by all accounts, including a study by the Confederation of Indian
Industry(CII), there has been a noticeable jump in the demand for air-conditioners from the
household segment. After several years of relatively modest growth, which was totally at
variance with the latent potential of the product, the sharp growth in demand the summerpast was
very welcome for air-conditioner companies in many respects. One, it relatively reduced their
dependence on the corporate sector which is still the major demand driver. Corporate
traditionally accounted for about 60 per cent of the total demand for air-conditioners. But the
burgeoning demand from the household segment could level the ration the near future

One of the significant factors influencing the fortunes of the industry is the taxation structure.
The industry has come a long way from the time when the excise duty structure favored only the
unorganized sector. The steady fall in the excise rate in the 1990s helped the organized sector
cope with the competition from the unorganized sector on more favorable terms. Still, the

37
unorganized sector continues to meet a sizeable proportion of the demand for non-ducted
products. There was a significant change in the excise duty structure in 2000. The rate was raised
from 30 per cent to 32 per cent and this was expected to adversely impact the industry. However,
the shift to a maximum retail price based system for the levy of excise appears to have helped the
manufacturers. In the MRP-based system, an abatement of around 40per cent was provided. This
ensured that the impact of the increase in excise was minimal if not positive. Another major
fiscal change is the removal of quantitative restrictions on imports. Imports are, however, not all
that competitive considering the Customs duty structure. An import duty of 44 per cent along
with a countervailing duty, which is equivalent to the excise duty, is a large enough protection for
the domestic companies.
Growth of AC market
The demand for non-ducted products grew steadily in the latter half of the 1990s. The demand
for mini-splits has grown at a higher rate compared to window ACs because of the lower base.
The demand switch from mid-sized ducted products, such as packaged ACs or ducted splits, to
mini-splits is also one of the reasons for the larger growth rates in the latter segment. Another
major reason for the growth in demand was the increased attention this product category has
attracted in the recent past. Prices of air-conditioners dropped sharply in the past few years
because of competition. Most established players upgraded their manufacturing facilities, while
fresh capacities were created by companies such asMatsushita (National brand). The marketing
and advertisement spend by companies has also been on the rise.

With such investments flowing into building both the product and the brand, the expansion of the
market was inevitable. As seen with other consumer durables, in the initial years of increased
intensity of competition, both existing and new players invest more cash. This leads to a drop
in prices, fuelling demand and the result is a much larger market. And then on-ducted segment
has attracted a lot of players in the last few years. The latent long-term demand potential from
Indian households has led to a number of multinational companies making a beeline to set up
base in the country. Major players in this product category are Carrier Zircon, Voltas and Blue
Star. Brands such as Hitachi, Videocon and Godrej also have a sizeable presence. Among the
recent entrants, the Korean brands such as Samsung and LG have been able to make an
immediate impact. Other brands that have positioned themselves for a share in this fast-growing

38
market are National, Fuji General and Daikin. On a much smaller scale, Whirlpool and
Electrolux have entered the market to cater to household demand. Initially, the entry of new
players did have an adverse impact on the established players --especially Voltas and Carrier
Zircon. The reduced sales of window ACs by Carrier Arizonan Voltas in 1999-2000 compared to
1998-99 is testimony to the adverse impact caused by the entry of the new brands, especially
Samsung and LG. However, since the beginning of 2000-01, it does appear that the established
players -- Carrier Zircon and Voltas -- have started to hit back. They may have even picked up
some of the market shares they lost in the earlier period. Again, initially, margins of established
companies suffered as larger outlays in selling and distribution failed to translate into superior
sales growth. The trend now appears to have been reversed

39
VOLTAS LTD. COMPANY HISTORY AND ANNUA

VOLTAS Income Statement Analysis

 Operating income during the year rose 6.2% on a year-on-year (YoY) basis.
 The company's operating profit increased by 16.9% YoY during the fiscal. Operating
profit margins witnessed a fall and down at 10.3% in FY18 as against 9.4% in FY17.
 Depreciation charges and finance costs decreased by 0.4% YoY and 25.7% YoY,
respectively.
 Other income declined by 17.9% YoY.
 Net profit for the year grew by 11.2% YoY.
 Net profit margins during the year grew from 8.3% in FY17 to 8.8% in FY18.
VOLTAS Income Statement 2017-18

No. of Mths Year Ending 12 Mar-17* 12 Mar-18* % Change

Net Sales Rs m 60,328 64,044 6.2%

Other income Rs m 2,120 1,741 -17.9%

Total Revenues Rs m 62,448 65,785 5.3%

Gross profit Rs m 5,669 6,626 16.9%

Depreciation Rs m 245 244 -0.4%

Interest Rs m 160 119 -25.7%

Profit before tax Rs m 7,384 8,005 8.4%

Tax Rs m 2,004 2,270 13.3%

Profit after tax Rs m 5,199 5,779 11.2%

Gross profit
% 9.4 10.3
margin

Effective tax rate % 27.1 28.4

Net profit margin % 8.3 8.8

40
* Results Consolidated
Interim results exclude extraordinary / exceptional items
Source: Company Reports, Regulatory Filings, Equitymaster

VOLTAS Balance Sheet Analysis

 The company's current liabilities during FY18 stood at Rs 33 billion as compared to Rs
30 billion in FY17, thereby witnessing an increase of 7.5%.
 Current assets rose 15% and stood at Rs 46 billion, while fixed assets rose 0% and stood
at Rs 2 billion in FY18.
 Overall, the total assets and liabilities for FY18 stood at Rs 73 billion as against Rs 65
billion during FY17, thereby witnessing a growth of 13%.

VOLTAS Balance Sheet as on March 2018

No. of Mths Year Ending 12 Mar-17* 12 Mar-18* % Change

Networth Rs m 33,066 39,052 18.1

Current
Rs m 30,421 32,712 7.5
Liabilities

Long-term Debt Rs m 0 0 0.0

Total Liabilities Rs m 64,796 73,097 12.8

Current assets Rs m 39,896 45,975 15.2

41
Fixed Assets Rs m 2,190 2,193 0.1

Total Assets Rs m 64,796 73,097 12.8

* Results Consolidated
Interim results exclude extraordinary / exceptional items
Source: Company Reports, Regulatory Filings, Equitymaster

VOLTAS Cash Flow Statement Analysis

 VOLTAS's cash flow from operating activities (CFO) during FY18 stood at Rs 3 billion
on a YoY basis.
 Cash flow from investing activities (CFI) during FY18 stood at Rs -2 billion, an
improvement of 169.8% on a YoY basis.
 Cash flow from financial activities (CFF) during FY18 stood at Rs -2 billion, an
improvement of 14% on a YoY basis.
 Overall, net cash flows for the company during FY18 stood at Rs -553 million from the
Rs 1 billion net cash flows seen during FY17.
VOLTAS Cash Flow Statement 2017-18

No. of months 12 12

Particulars Year % Change

Mar-17 Mar-18
Ending

Cash Flow from

Rs m 4,281 3,253 -24.0%
Operating Activities

Cash Flow from

Rs m -738 -1,992 -
Investing Activities

Cash Flow from

Rs m -2,115 -1,814 -
Financing Activities

Net Cash Flow Rs m 1,428 -553 -

42
* Results Consolidated
Interim results exclude extraordinary / exceptional items
Source: Company Reports, Regulatory Filings, Equitymaster

Current Valuations for VOLTAS

 The trailing twelve-month earnings per share (EPS) of the company stands at Rs 17.5, an
improvement from the EPS of Rs 15.7 recorded last year.
 The price to earnings (P/E) ratio, at the current price of Rs 614.2, stands at 35.2 times its
trailing twelve months earnings.
 The price to book value (P/BV) ratio at current price levels stands at 4.6 times, while the
price to sales ratio stands at 2.8 times.
 The company's price to cash flow (P/CF) ratio stood at 34.0 times its end-of-year
operating cash flow earnings.
Per Share Data/Valuations

No. of Mths Year Ending 12 Mar-17* 12 Mar-18*

Sales per share (Unadj.) Rs 182.3 193.6

TTM Earnings per share Rs 15.7 17.5

Diluted earnings per share Rs 15.7 17.5

Price to Cash Flow x 36.1 34.0

TTM P/E ratio x 35.2 35.2

Price / Book Value ratio x 3.5 4.6

Market Cap Rs m 203,226 203,230

Dividends per share (Unadj.) Rs 3.5 4.0

* Results Consolidated
Interim results exclude extraordinary / exceptional items

43
Source: Company Reports, Regulatory Filings, Equitymaster

Ratio Analysis for VOLTAS

 Solvency Ratios
Current Ratio: The company's current ratio improved and stood at 1.4x during FY18, from 1.3x
during FY17. The current ratio measures the company's ability to pay short-term and long-term
obligations.
Interest Coverage Ratio: The company's interest coverage ratio deteriorated and stood at 68.2x
during FY18, from 47.0x during FY17. The interest coverage ratio of a company states how
easily a company can pay its interest expense on outstanding debt. A higher ratio is preferable.
 Profitability Ratios
Return on Equity (ROE): The ROE for the company declined and down at 14.8% during
FY18, from 15.7% during FY18. The ROE measures the ability of a firm to generate profits from
its shareholders capital in the company.
Return on Capital Employed (ROCE): The ROCE for the company declined and down at
20.9% during FY18, from 22.3% during FY17. The ROCE measures the ability of a firm to
generate profits from its total capital (shareholder capital plus debt capital) employed in the
company.
Return on Assets (ROA): The ROA of the company declined and down at 8.1% during FY18,
from 8.3% during FY17. The ROA measures how efficiently the company uses its assets to
generate earnings.
Key Ratio Analysis

No. of Mths Year Ending 12 Mar-17* 12 Mar-18*

Current ratio x 1.3 1.4

Debtors’ Days Days 88 89

Interest coverage x 47.0 68.2

44
Debt to equity ratio x 0.0 0.0

Return on assets % 8.3 8.1

Return on equity % 15.7 14.8

Return on capital employed % 22.3 20.9

* Results Consolidated
Interim results exclude extraordinary / exceptional items
Source: Company Reports, Regulatory Filings, Equitymaster

45
46
 RESEARCH METHODOLOGY

RESEARCH METHODOLOGY is a way to systemically solve the research problem. It may be

understood as a science of studying how research is done. and it to study the various steps that

are generally adopted by a researcher in studying his research problem it is necessary for the

researcher to design the methodology form the problem as a method differ from problem-

problem.

RESEARCH PROCESS

Before embarking on the detail of research methodology and the techniques it seems appropriate

to present the brief overview of the research process. Research process consists of series of

action or steps necessary to effectively carried out the research and the desired sequencing of

these steps one should remember that the desired sequencing of these steps. One should

remember that various steps involve in a research process are not mutually exclusive nor they are

separate and distinct they do not necessarily follow each other. any specific order and researcher

have to be constantly anticipating at each steps in the research process however the following

order concerning various steps provide a useful procedural guideline regarding the research

process.

DEFINING THE PROBLEM :

The objective of the project was to undertake a study on the training and development of the

employee working in the VOLTAS with a view to know the improvement in the performance

after the training programme was imparted to them.

47
DEVELOP A RESEARCH DESIGN

Research design is a conceptual structure within which research is conducted; it is basically the

blue print for a collection of data, measurement and analysis of data. “A research design is the

arrangement of conditions for collection and analysis of data in manner that aims to combine

relevance to research purpose with economy in procedure”.

My research design is of descriptive type. A descriptive research includes survey fact

finding and enquiries of different kinds with a major purpose of description of affairs as it exist

in present.

Data collection.
I have used primary and secondary data for which a comprehensive questionnaire was prepared
and was got filled up by the employee of the organization
Primary data
Questionnaires: A formal list of the questions answered by the employee of VOLTAS

and later analysis the responses.

We have used structured questionnaire as a formal list of question produces more

reliable results.

Direct personal: personal interview is versatile and flexible.

Interview: Direct face to face conversation help in getting accurate data.

Secondary data
Internet

Books

Journal

Manuals

48
 Annual reports

SAMPLING
Sampling procedure includes finite types of universe with random sampling which comes under

probability method of sampling because under this method every item of the universe has a equal

chance of being selected and no place for biases ness.

SAMPLING DESIGN
A sampling design is a definite plan for obtaining a sample for a given population. It refers to the

techniques and procedure the researcher would adopt in selecting items for sample design is

determined before data is collected. The sample size should also be ascertained before starting

the research programme.

I have choosen a sample size of the 100 employee.

DATA COLLECTION
The task of data collection begins after research problem has been defined and research design/

plan chalked out while deciding about the data collection to be used for studying two types of

data is used.

Primary data: Are those which are collected fresh and for first time and thus happen to be

original in character

Secondary data: On the other hand are those which have already been collected by some one

else and which have been already passed on.

the method of collecting primary and secondary data differs since primary data are to be

originally collected while in case in secondary data the nature of data collections works is merely

that of compilation.

49
50
 ANALYSIS AND INTERPRETATION OF
QUESTIONNAIRE

Questionnaire was prepared in a view to study the changes in the performance skills and abilities

of the employees of VOLTAS after the training programme was imparted to them. For this I

have taken a sample size of 50 employees and made an analysis.

Few questions are of general types consisting of employee name and their designation, age sex

etc.

(1) Do they get training

Yes-80%
No-20%

80% of the employees get the training in their organization.

51
2).what identify the need of training
a. prior performance of employee -60%

b. company growth -20%

c. both -20%

What identify the need of training

20%

prior performance of employee

company growth
both
20% 60%

The main factor which determines the need of training is prior performance of the employee.

52
3).comfortable in discussing training needs with superiors

a. Yes-70% b. No-30%

Comfortable in discussing training needs with

superiors

30%

Yes
No

70%

53
4).The objective of training is

Improving salesmanship-70%

Improving prospecting -15%

Both -15%

Objective of training

15%
15% Improving salesmanship
Improving prospecting
Both
70%

The main objective of training is to improving salesmanship followed by the Improving

prospecting because the training programme was designed for sales persons of the company.

54
5).Is it necessary to get trained each employee

a. Yes-60%
b. No -40%

Necessary to get trained each employee

yes
no

55
6).Employees selected for the training

All employee-10%

New recruits -70%

Existing salesperson-20%

80

70

60

50

40
70
30

20

10 20
10
0
All employees New recruits Existing salesperson

Basically new recruits need training as they are new in their job thus they are selected for the

training.

56
7).Normal duration for imparting the training
a. 2-3 days -33%
b. 1 week -65%
c. 1 month -2%

The normal duration for imparting the training was considered to be the 1 week and 65% of
the employee agree with this time period and considered that 2-3 days is too short and 1
month is too long.

Duration for imparting the training

2%
33%
2-3 days
1 week
1 month

65%

57
8).The basic method of training and development are

a. Lecture based-40% b. Group discussion-30%

c. Demonstration-20% d. Other-10%

Basic method of training and

development

45
40
35
30
25
20 40
15 30
10 20
5 10
0

Lecture based Group Demonstration Other

discussion

As training programme was designed for the sales persons the lecture was considered to be the
best basic method of training followed by the group discussion.

58
9).Trainer comes from outside or company’s personnel is trainer
a. Trainer from outside-60%
b. Company’s trainer -30%
c. Both-10%

Trainer comes from outside or company’s personnel is

trainer

10% Trainer from outside

30%
Company’s trainer
both

60%

Company’s trainer are basically responsible for giving training to the sales persons and for some
specific purpose the trainer comes from outside.

59
10).The content of the training
a. Attitude towards training -30%

b. Knowledge of company, competitors, and customers- 60%

c. Time management-10%

Content of training

10% Attitude towards

30% training
c Knowledge of
co.comp.cust
Time management

60%

60
11).After completion of training were you asked to fill a feedback form
a. Yes -90%
b. No-10%

Filling of feedback form

10
yes
no
c

90

90% of the employees are asked to fill the feedback form as to know the effectiveness of the

training programme. It also help in improving the training programme design for future.

61
12).Suitable method for the evaluating the training programme

a. Questionnaire-35%

b. Observational-35%

c. Performance appraisal report-30%

Suitable method for the evaluating the training

programme

a. Questionnaire
30% 35%
a. Observational

a. Performance appraisal
report

35%

Questionnaire and observation was considered to be the suitable method for the evaluating the

training programme.

13).Would you like any change in methodology of training.

This was the open ended question and was asked every employee to give their views.as training

programme was based on the need of the employee needed. The method are basically designed

which fulfill the need and achieve the objective of training.

62
63
 SUGGESTIONS

In the era of the globalization the organization has to face new challenges in the present

context and achieve its objectives. It must be dynamic, desalinated efficient especially in the

training, development placement and promotion of its personnel. The huge investment in the

industrial sectors demand better operational efficiency, better management of capital and above

all, better management & development of human resources.

For enhancing the effectiveness of training & development programme there are few useful

suggestion which is implemented earnestly & sincerely may hopefully add to the luster &

improve the planning execution and follow-up of the training and development programme in

particular.

 Training and development programme should be based on specific needs of the

organization and its employees.

 Selection of participants should be made on the basis of the needs of the

employees & objectives of the programme.

 New technology and methods of training should be used to make it interesting for

the employees.

 The programme should be frequently revised so as to be in tune with the ever

changing business and economic environment.

 Both in company & external agencies programmes should be evaluated properly

for measuring their effectiveness.

64
 CONCLUSION

Private sector occupies a pivotal position in the Indian economy. It is considered as a pacesetter

for the rest of the economy. It has expanded enormously and contributed a lot towards the

economic growth of country by adding a major share in the net national product generating

gainful employment & growth of every organization depends on the quality of the manpower,&

its people improvement & utilization in suitable challenging jobs. Training and development is

an important aspect of proffessionalisation of our executive cadre. There is no doubt that training

and development can do lot for development of its personnel. Training and Development can do

lot for its personnel. Training and Development is an integral part of the Human Resource

Development HRD. It is an important tool for the organization. To sharpen executive knowledge

with the object of strengthening & profit maximization of the organization.

In VOLTAS also training is very helpful towards organization and employees. The

employee attended training programme of the company the were also benefited by it in terms

that their performance increased, also almost 70% of the employees also found changes in terms

of productivity i.e they gained more professional knowledge also almost all of them can discuss

their needs with their superiors. We can therefore say , that training programs discuss their needs

with their superiors. We can therefore say, that training programs are not only beneficial for the

company but also beneficial for the employees working and personal life. Therefore training

programs should be implemented in every organization for the survival in the world and

achievement of the objectives.

65
 BIBLIOGRAPHY

Books referred

 C.R Kothari - Research Methodology

 Beri – Marketing Research (Tata McGraw Hill) , 1993 , 2nd Edition

 K Aswathappa , Human Resource and management, (Tata McGraw - Hill)

HR and PM, 2003, 3rd Edition

 Dessler - Human Resource management ( Prentice - Hall) 9th Edition

 Robbins S.P. – Organizational Behaviour (Pearson Education , 2003 , 10th Edition)

 Pareek U. – Training Instruments for HRD and OD (Tata McGraw Hill) , 2nd

Edition

Websites

 www.ril.com

 www.google.com

 www.astd.org/astd

66
67
 QUESTIONNAIRE

i) Name of the organization_____________

ii) Name of the employee________________

iii) Designation_______________________

iv) Age ________________________________

v) Date __________________

1).Do you get training in the organization.

a. Yes b. No

2).How do you identify the training need.

d. prior performance of employee

e. company growth

f. both

3).Were you comfortable in discussing your training needs with your superiors

b. Yes b. No

4).The objective of training is

a. Improving salesmanship

b. Improving prospecting

c. Both

68
5).Is it necessary to get trained each employee

c. Yes b. No

6).What are the person selected for the training

a. All employee

b. New recruits

c. Existing salesperson

7).What should be the normal duration for imparting the training

d. 2-3 days

e. 1 week

f. 1 month

8).The basic method of training and development are

b. Lecture based

c. Group discussion

d. Demonstration

e. Other

9).Whether trainer comes from outside or company’s personnel is trainer

d. Trainer from outside

69
 e. Company’s trainer

f. Both

10).What are the content of the training

d. Attitude towards training

e. Knowledge of company, competitors, and customers

f. Time management

11).After completion of training were you asked to fill a feedback form

c. Yes

d. No

12).What may be the suitable method for the evaluating the training programme

d. Questionnaire

e. Observational

f. Performance appraisal report

13).Would you like any change in methodology of training.

70