A Study of Training and Development at TTL Technologies Ltd.

Online Access: www.absronline.org/journals

*Corresponding author: Dr. Neeraj Kumari, Assistant Professor (Humanities & Management), Faculty of Engineering & Technology, Manav Rachna International University, Faridabad, Haryana, India.

E-Mail: [email protected]

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Management and Administrative Sciences Review

Volume 4, Issue 4

Pages: 722-735

July 2015

e-ISSN: 2308-1368

p-ISSN: 2310-872X

A Study of Training and Development at TTL Technologies Ltd.

Dr. Neeraj Kumari*

Assistant Professor (Humanities & Management), Faculty of Engineering & Technology, Manav Rachna International University, Faridabad, Haryana, India.

The study was conducted with an aim to provide an insight into the training and development system at TTL Technologies ltd., and to provide some suggestions for enhancing the effectiveness of training and development process. Research design is exploratory by nature. Convenience sampling and judgment sampling techniques were used. The sample size consisted of 15 employees. Training methodologies are good and well implemented but still there are some new technologies like EPSS and internet based training technique that demand attention. Majority of the employees agreed that the training helped it up-grade their skills and enhance their knowledge in concerned areas. Employees also agree that training module and materials were well designed and categorized with the company goals and priorities in perspective. To conclude, the study indicates that the training procedure has been effective and systematic to a large extend. Nevertheless, there has been some apprehension/disagreement from some quarters/section of the employees.

Keywords: Goal, knowledge, performance, placement, skills, technology

INTRODUCTION

raining, Development and Education are the three main categories of Human Resource Development (HRD) programs. Training

develops the skill sets in employees so that they can perform the job while maintaining the standards. While, development is an never ending process which would increase the employees’ efficiency and competencies.

Objectives and Importance of Training

• Better Performance

• Less Supervision

• Economy in use of Material and Equipment

• Increased Morale

• Uniformity and Standardization

• Less Learning Time

• Effective Management

• Filling Human Resource Requirements

TRAINING PROCEDURE AT TTL TECHNOLOGIES LTD.

Assessment of Training Needs

T

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Manag. Adm. Sci. Rev. e-ISSN: 2308-1368, p-ISSN: 2310-872X Volume: 4, Issue: 4, Pages: 722-735

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First step of the training process in TTL Technologies ltd is finding out the training needs of the employees. Assessment of training needs is the first and foremost important point in TTL technologies ltd. In this context the human Resource development has a form attached in the appraisal booklet which reviews the performance of the employee with respect to his KRA’s and asks his immediate supervisor his strengths and weaknesses as in where does the trainee requires training and at what point is he lacking. This process is done quarterly and after this also if the HR does not receive any response from the supervisor; he is again sent a form at the end of year for getting the need analysis done. That particular department head checks the list of training and discusses with the other employees of their department. If any of these topics they want to remove from it they remove it or if they want to add new topics they add in that form and send it back to Human Resource Department.

In order to ease the process the technical department as well as HR department maintains a database of all the employees and the trainings, which they have undergone. At the time when the training quarter starts the employees are assigned their particular trainings with respect to that database. That is the employee database is crosschecked with what type of training he has undergone plus the appraisal form filled by his supervisor and then he is provided the required training accordingly.

Design of the programme

After the need assessment the ext step is designing the training programme. This is another important step in TTL. On the basis of need identification the HR department prepares a training calendar for the particular year. This calendar is not exactly similar to the training given in TTL but more or less it is similar to actual training given during the year because training programme depends upon the number of new employees selected during the year, it also depends upon the technological changes in the market.

Under this step, it is to be decided who is to be trained – the verticals or the laterals or supervisory staff or all of them selected from the different departments. This step also decides as to who will be the trainer. That is the question of hiring an

internal or external trainer. The support material for the training also needs to be evaluated i.e. the training courseware, training methods etc.

All these aspects form a very important part of the design of the training program.

Implementation of the training program

After the training calendar has been designed, it needs to be implemented. Programme implementation involves action are as follows:

• Organizing training and other facilities

• Scheduling the training programme

• Deciding the location of training programme

• Conducting of training programme

• Monitoring of progress of training

Application of training techniques

Presentation of all with proper equipment is very important. The faculty is drawn from the respective area of work from the line managers and the senior members from Q.A/ Production along with outside expert trainers. They should know the step of process. Trainers have an ability to present the topics well in an interested manner. They make proper course contents. There is emphasis on key points. This programme is two-way interaction

Evaluation of training techniques

The last step in the whole training process is its evaluation, which in TTL is done by getting a feedback form filled by the trainees.

LITERATURE REVIEW

It was concluded that the state of teaching, consultancy, training and research was not so good within the business schools in India. It was suggested that the Indian business schools need to focus on green management both in practice and theory (Pillania, 2014).

The study suggested focusing on the teaching techniques so as to improve them in order to be more effective. Teachers need to unlearn, relearn and learn in order to be in pace with the competitive environment (Rao, 2013).


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More than half of the employees felt that the skills they possess are of the higher level than which are actually required to do their jobs. So, they do not feel the requirement of training as such. Only 5 percent of the employees studied had shown the requirement of training as they felt that the skills they possess are of the lower level than which are actually required to do the job (Sutherland, 2009).

Cross‐cultural training (CCT) is of vital important in order to be competitive in today’s scenario. Organizations should focus on CCT as well as regular training programmes (Waxin & Panaccio, 2005).

There should be no favoritism among the students in the training session. The trainers should treat every student in equal during the classrooms of training sessions (Roy & Roy, 2004).

The study has identified two types of vocational training programmes which are of great importance. They are enterprise based vocational training and institutional vocational training (Tsang, 1997).

RESEARCH METHODOLOGY

Objectives

• To study the training and development methods and programs followed in the organization.

• To study the effectiveness of the methods on the employees.

Research Design

It is exploratory by nature.

Sampling Technique

Convenience sampling and judgment sampling.

Sample Size

The sample size for the study consosts of fifteen (15) employees working in TTL technologies.

Data Collection

The primary data includes the interview of the trainers and the trainees. The secondary data includes the knowledge and the theoretical information from the books.

DATA ANALYSIS AND INTEREPRETATIONS

Training Policy

FIGURES 1 & 2 HERE

Interpretations: Most of the best policies that we were looking for whether they are present in the company or not, are there. Since this parameter was filled mainly by HR managers and executives, it means that they are doing their best possible efforts to make employees happier. It is inferred that how much a firm is serious about the betterment of its employees, on the job training is provided. If sufficient number of trainings are conducted in the firm, which shows that the firm is serious about employees training and employees also learn on the job.

Determination of Training Needs

FIGURES 3-6 HERE

Interpretations: Employees feel that training need survey is always the best effective method of determining training needs. Training need was always planned in time but when we look at the motivation level value dwells near “sometime”. The motivation side is a bit weak in terms of training need. Always the intended employees come up with suggestions which are given proper weight age. If the employees don’t feel the need of a particular training, no matter how much the managers motivate the employees they would never learn with much enthusiasm.

Training Evaluation

FIGURES 7 & 8 HERE

Interpretations: Most of the employees are happy with the trainer, though most of them think that trainer didn’t always link the program with business needs. Though trainer most of the times were able to respond to queries, but still linking it with business need is important which is quite missing in the responses. The trainer always needs to understand the basic business need of the employees and design his lectures accordingly. This also helps in motivating employees further.

Training Methodology

FIGURE 9 HERE


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Interpretations: Management coaching system training methodology got in favor majority of the respondents. Also EPSS (Electronic Performance Support System) is not a preferred technique over here. This shows a lack of technology which is the main need of time in today’s technological advanced world which is very necessary for betterment of performance of employees.

Learning

FIGURES 10 & 11 HERE

Interpretations: As seen from the data, its quite observable that employees are quite convinced that lectures/exercises provided are comprehensive and appropriate. This could be related with the reason that employees are not enough motivated by senior managers. While most employees are convinced that course content and practical activities helped enhance the knowledge and skills but in relation to previous questions , we cant forget that the employees also mentioned that most of the times the course content is not delivered as per the business need .

FINDINGS

TABLE 1 HERE

CHART 1 HERE

Interpretations: The number of training programs throughout the year is not same for every month. It depends upon the recruitment and any change in organizational requirements. The number of training programs has increased in March and June. Reason behind this was:-

• In March TTL went to Pune for recruitment.

• In June they went to Rohtak for recruitment.

Due to aforesaid recruitments, in the following months there was lot of joining, so the number of training programs has also increased.

TABLE 2 HERE

CHART 2 HERE

Interpretations: Number of employees attended training programs throughout the year is not same for every month. The number of employees given training in March, April and June has increased due to visit of Pune in March, Delhi in April and Rohtak

in June. Due to these programs number of employees joined organization has increased in March, April and June.

TABLE 3 HERE

CHART 3 HERE

Interpretations: In year 2012, the number of trainees was 896, and in year 2013, the number of trainees decreased from 896 to 598, while in year 2014 (till June), the number rose to 862.

RESULTS

The following are the findings during the study:

• Firm is serious about the betterment of its employees.

• Employees feel that training need survey is always the best effective method of determining training needs. The motivation side is a bit weak in terms of training need. Always the intended employees come up with suggestions which are given proper weight age.

• It’s quite observable that employees are quite convinced that lectures/exercises provided are comprehensive and appropriate.

• The most basic thing is that an HR first needs to understand the business of the particular organization and then only he can decide the importance of Training and Development in that business.

SUGGESTIONS AND RECOMMENDATIONS

TTL Technologies ltd. follows a very comprehensive method of providing training to its employees yet there are some area where some suggestions can be recommended.

• The training Need Analysis Form provided in the appraisal booklet is very subjective. TTL can have an objective form clearly stating the require skill sets to judge the employees area of improvement.

• The organization should maintain a format as to why the training, which is being conducted, is important i.e. the organization should have an impact map that should be constantly considered throughout the training. That impact map would


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initially look into the importance of the training in that organization and also would impact on organization and then it would account for the impact that the training has had over the employees.

• There should be an assessment form for the employee himself for judging his own weaknesses and his area of improvement or for the very same interviews can be conducted with the employees to know their views about their development.

• Though the designing of the program is done effectively implementation lacks that effectiveness because of improper facilities. Thus the organization should stress on providing comfortable and relaxed atmosphere for providing training. The basic requirements for an effective training program should be followed wherein the factors like place where the training is provided, the time existing environment i.e. proper ventilation for the rooms, proper infrastructure and other such basic amenities should be taken care off.

• The knowledge that is provided to the trainees is basically theoretical. The organization should stress on providing practical knowledge to the trainees so that they are able to tackle the live projects.

• The trainees should be sent to prospective clients or they should be trained practically on the situations that they would be facing in actuality. This can be done by sending the new joinees to any client or some person from the organization internally who can act as a client and thus the trainee can get the exact feel of the situation which they would have to face.

• Another important aspect on which the organization should pay attention is providing training for handling customers i.e. training them on their soft skills because soft skills training forms a very less portion of the training modules at TTL Technologies ltd.

• The evaluation of training program is not a frequent practice in TTL. This means once the training is provided its effectiveness is not evaluated as in it is not looked into as to how much the trainees have gained through the training

program, how much they have been able to understand and imbibe in their professional life. Secondly the long term training evaluation is also not done i.e. the organization does not pay any heed to the effectiveness of training after a long period i.e. hoe much the trainees have been able to retain during the time gap.

• The evaluation of training program should be done in a systematic manner. As far as the evaluation is concerned, the training should be evaluated on a long term as well as on a short-term basis.

• The long term evaluation is based on the concept of evaluating the retention of knowledge of the trainees (present employees) through tests and interviews. This long term evaluation should be done at regular intervals of 30 days, 60 days and 120 days. In all these sessions the employees who attended the training should be tested on their knowledge and evaluated on the basis of proper benchmark.

• The short term evaluation would be evaluating the immediate effects of training on the trainees through tests and interviews. Short-term evaluation should also lay stress on the evaluation of the trainers who were responsible for giving the training.

CONCLUSIONS

Training methodologies are good and well implemented but still there are some new technologies like EPSS and internet based training technique that demand attention. Majority of the employees agreed that the training helped it up-grade their skills and enhance their knowledge in concerned areas. Employees also agree that training module and materials were well designed and categorized with the company goals and priorities in perspective. Effort was undertaken to blur the difference between the employees’ personal goals and company’s goals. This was a salient feature of the training program which was generally appreciated / approved and commended by the employees. Summarily, the study indicates that the training procedure has been effective and systematic to a large extend. Nevertheless, there has been some apprehension/disagreement from some quarters/section of the employees. This is


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indicative of the fact that there’s always a room for improvement and enhancement. Employee’s suggestions need to be given more importance. Qualitative and quantitative improvement, Behavioral changes, Principles, facts and techniques learned, Technical skills, Team spirit, Self confidence, Communication skills, Managerial skills, Self confidence etc are the things which should be assessed during post evaluation of training.

REFERENCES

Pillania, R. (2014). Green management: The state of practice, research, teaching, training and consultancy in Indian business schools. Journal of Management Development, 33, 2, 131 – 148.

Rao, M. S. (2013). Exploring “Meka's method” to achieve effective teaching and training outcomes. Industrial and Commercial Training, 45, 6, 362 – 368.

Roy, M. H., & Roy, F. C. (2004). An empirical analysis of favoritism during business training. Industrial and Commercial Training, 36, 6, 238 – 242.

Sutherland, J. (2009). Skills and training in Great Britain: further evidence. Education + Training, 51, 7, 541 – 554.

Tsang, M. C. (1997). The cost of vocational training. International Journal of Manpower, 18, 1/2, 63 – 89.

Waxin, M. F., & Panaccio, A. (2005). Cross‐cultural training to facilitate expatriate adjustment: it works!. Personnel Review, 34, 1, 51 – 67.


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APPENDIX

Figure 1: Showing responses to, Sufficient Number of trainings is conducted apart from induction.

Figure 2: Showing responses to, What type of training does the company conducts?

always60%

often20%

sometimes20%

rarely0%

never0% always

often

sometimes

rarely

never

on the job80%

off job20%

on the job

off job


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Figure 3: Showing responses to, Training need survey is the best effective method for determining

training needs.

Figure 4: Showing responses to, Was the training need planned in time?

always47%

often30%

sometimes12%

rarely8%

never3% always

often

sometimes

rarely

never

74%

9%14%

3%0%

always

often

sometimes

rarely

never


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Figure 5: Showing responses to, lots of motivation is provided from senior managers and trainers?

Figure 6: Showing responses to, is employee suggestion given weight age?

always14%

often28%

sometimes48%

rarely10%

never0%

always

often

sometimes

rarely

never

always68%

often20%

sometimes12%

rarely0%

never0%

always

often

sometimes

rarely

never


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Figure 7: Showing responses to, The trainer tried to link the training program with the business need?

Figure 8: Showing responses to, the trainer was able to respond to queries?

always20%

often30%

sometimes40%

rarely10%

never0% always

often

sometimes

rarely

never

always5% often

25%

sometimes55%

rarely 5%

never10% always

often

sometimes

rarely

never


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Figure 9: Showing responses to, which technique you go for on the job training?

Figure 10: Showing responses to, Lectures/exercises provided are comprehensive and appropriate?

mgnt coachin

67%

EPSS

0%

job rotat ion

33%

job instruct ion

0%

mgnt coachin

EPSS

job rotat ion

job instruct ion

always45%

often35%

sometimes15%

rarely 5%

always

often

sometimes

rarely


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Figure 11: Showing responses to, course content and practical activities helped enhance the

knowledge/skills?

Table 1: Number of training program in year 2014 (till June)

Month Jan

Feb March April May June Total

No. of

training

O5 02 13 03 01 10 34

Chart: 1

always35%

often40%

sometimes15%

rarely5%

never5% always

often

sometimes

rarely

never

0

2

4

6

8

10

12

14

jan feb march april may june

jan

feb

marchapril

may

june


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Table 2: Number of employees attending training in year 2014 (till June)

Month Jan

Feb March April May June Total

No. of

employees

137 29 155 151 15 146 633

Chart: 2

Table 3: Number of trainees in last 3 years

Year 2012 2013 2014(till June)

Number of trainees 896 598 862

0

50

100

150

200

jan feb march april may june

jan

feb

march

april

may

june


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Chart: 3

0

500

1000

jan feb march

jan

feb

march

A Study of Training and Development at TTL Technologies Ltd.

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