CHAPTER 5
FINDINGS
GENERAL INFERENCES • Employees are satisfied with the way the training need is identified.
•
The cooperation between the colleagues and the level of support they share with each other binds them in an attachment towards the company.
•
Regional behaviour and language influence is higher during training and even after delivering their language.
•
The superiors were able to identify and provide information about the training needs for the employees working under them
•
The training is mainly conducted all around units located at various places and the trainers have to travel
•
The findings from the data analysis from the questionnaire show a positive and enhancing image of the company in identifying the training needs among the employees
•
The employees were able to identify their training needs and they were aware of the latest training programs available related to the nature of their job.
114
MAJOR INFERENCES • Each department is well structured with staffs of low level to high level designation.
•
There is no significant relationship between the employee and his identification of the required training.
•
Whereas, only when the feedback is received from both, the appraisee and the appraiser the necessary training need is identified for the appraisee.
•
Also, inspite of providing the staffs with the training related to their department, the training need identified is segregated irrespective of the department and then the training is planned and implemented which doesn’t affect the work activities of any department but helps the staffs to foresee their development
•
Also from the present study the employee is almost identified with the suitable training needed that guides him with more satisfaction leading to his long tenure with the organisation.
•
One of the main inferences is that at lower level designation, technical skills are given importance. But when it goes to higher designation, managerial skills were the choice of the appraiser since they need to take care of more people apart from job oriented activities.
•
When there is a mis-match in identifying the training needs. Either the appraiser suggestion is taken for consideration else a one-to-one session is done to decide upon the type of training.
115
•
This shows only when the appraisee and the appraiser comes into contact for the same purpose, it results with the goal of achieving the objective of the employee and the organisation.
CHAPTER 6 SUGGESTIONS
•
Apart from feedback, the training identification could be based on the individual target based performance for the year too
•
The training records must be maintained, preserved properly and updated timely.
•
Proper care should be taken while selecting the trainers.
•
The training should be performed as a continuous planned activity.
•
New and different trainers should be invited so that the maximum impact can be got from the training programmes.
•
Co–ordination and interaction of the employees of all levels must be encouraged to locate new talents among employees.
•
Solution to some of the problems faced by the employees should be suggested by the employees themselves.
116
•
The Development Action Plans must be prepared and given to the trainers for further follow up from the side of the trainers.
•
Employees could be educated with latest training courses available in the current market scenario.
CHAPTER 7
Conclusion
•
Analysis of all the facts & figures, the observations and the experience during the training period gives a very positive conclusion/impression regarding the process of identifying the training needs
•
Since the evaluation and identification is done from both self and superiors, appropriate training is provided for the needed employee at the right time
•
Need identification results in effectiveness of the training that results in the performance of the employees.
•
It assists the employees to acquire skills, knowledge and attitude and also enhance the same.
•
Helps to motivate employees and helps in avoiding repetitive errors and guides in the right direction to improve self that will help achieve the objective of the organisation.
•
Regular self-evaluations and peer evaluations, encourages employees to perform their own needs evaluations at any time, to reflect on the results, and to use them for goal-setting and planning 117
REFERENCES
· THE RESOURCES USED FOR PREPARING THIS REPORT ARE:
The Sites Referred Are: • • • www.newhorizons.org www.hrgurus.com Organisations official Website :http://www.superspinning.com
The Books Referred Are:
Human Resource & Personnel Management text & cases – By K.Aswathappa, 3rd Edition, Tata McGraw-Hill Publishing Company Limited. Personnel Management – By C. B. Mamoria & S. V. Ganekar, 25th Edition 2005, Himalaya Publishing House. Employee Development – By Rosemary Harrison (1996) Identifying Targeted Training Needs – By Sally Sparhawk published in 1995 by Kogan Page Ltd. Research Methodology – By C.R.Kothari, 2nd revised edition in 2004 by New Age International Publisher
Personal Records Of the Company: 118
• •
Feedback Forms of every employee belonging to all the units Human Resource Manual of the Company comprising of strategies & guidelines to go forward in the project
APPENDICES QUESTIONNAIRE SUPER SPINNING MILLS TRAINING NEEDS FOR THE STAFF
PERSONAL PARTICULARS
Name Code No. Dept / Present grade Process Date of entry to Qualification present grade Date of birth Date of Joining
SELF ASSESSMENT : • State your main duties and responsibilities
•
What do you consider to be your most important achievement of the year?
•
Difficulties faced and the way you overcame it
119
•
Mention any specific area of work in which you could be involved.
APPRAISAL AGAINST FACTORS / ATTRIBUTES
PERFORMANCE Sl No. CRITERIA 1 Planning 10 WTG APPRAISEE APPRAISER
2
Co-Ordination
10
3
Monitoring and Control
10
4
Problem solving skills
10
5
Decision making skills
10
6
Delegation
10
7
Subordinate development
10
8
Leadership qualities
5
9
Team building
5
10
Proactive orientation
5
11
Innovativeness
5
12
Collaborative orientation
5
120
13
Interpersonal relations
5
Total
100
DEVELOPMENTAL PLAN
APPRAISEE APPRAISER
Strengths
Areas of improvement Training for improvement of present job Training needs for future growth
Signature of Appraisee Date:
Signature of Appraiser Date :
121
RECOGNITIONS
ISO 9001 & 14000 AWARDS
SA 8000 Certification
OEKO - TEX Certification
122
THE AWARD FOR EXCELLENCE
BEST MANAGEMENT AWARD
QUALITY CIRCLE AWARD
REGISTERED WITH
123
FLO CERTIFICATE OF CONFORMITY
COTTON COUNCIL INTERNATIONAL
CONTROL UNION OE CERTIFICATION
CONTROL UNION GOTS CERTIFICATION
124
doc_462098325.doc
FINDINGS
GENERAL INFERENCES • Employees are satisfied with the way the training need is identified.
•
The cooperation between the colleagues and the level of support they share with each other binds them in an attachment towards the company.
•
Regional behaviour and language influence is higher during training and even after delivering their language.
•
The superiors were able to identify and provide information about the training needs for the employees working under them
•
The training is mainly conducted all around units located at various places and the trainers have to travel
•
The findings from the data analysis from the questionnaire show a positive and enhancing image of the company in identifying the training needs among the employees
•
The employees were able to identify their training needs and they were aware of the latest training programs available related to the nature of their job.
114
MAJOR INFERENCES • Each department is well structured with staffs of low level to high level designation.
•
There is no significant relationship between the employee and his identification of the required training.
•
Whereas, only when the feedback is received from both, the appraisee and the appraiser the necessary training need is identified for the appraisee.
•
Also, inspite of providing the staffs with the training related to their department, the training need identified is segregated irrespective of the department and then the training is planned and implemented which doesn’t affect the work activities of any department but helps the staffs to foresee their development
•
Also from the present study the employee is almost identified with the suitable training needed that guides him with more satisfaction leading to his long tenure with the organisation.
•
One of the main inferences is that at lower level designation, technical skills are given importance. But when it goes to higher designation, managerial skills were the choice of the appraiser since they need to take care of more people apart from job oriented activities.
•
When there is a mis-match in identifying the training needs. Either the appraiser suggestion is taken for consideration else a one-to-one session is done to decide upon the type of training.
115
•
This shows only when the appraisee and the appraiser comes into contact for the same purpose, it results with the goal of achieving the objective of the employee and the organisation.
CHAPTER 6 SUGGESTIONS
•
Apart from feedback, the training identification could be based on the individual target based performance for the year too
•
The training records must be maintained, preserved properly and updated timely.
•
Proper care should be taken while selecting the trainers.
•
The training should be performed as a continuous planned activity.
•
New and different trainers should be invited so that the maximum impact can be got from the training programmes.
•
Co–ordination and interaction of the employees of all levels must be encouraged to locate new talents among employees.
•
Solution to some of the problems faced by the employees should be suggested by the employees themselves.
116
•
The Development Action Plans must be prepared and given to the trainers for further follow up from the side of the trainers.
•
Employees could be educated with latest training courses available in the current market scenario.
CHAPTER 7
Conclusion
•
Analysis of all the facts & figures, the observations and the experience during the training period gives a very positive conclusion/impression regarding the process of identifying the training needs
•
Since the evaluation and identification is done from both self and superiors, appropriate training is provided for the needed employee at the right time
•
Need identification results in effectiveness of the training that results in the performance of the employees.
•
It assists the employees to acquire skills, knowledge and attitude and also enhance the same.
•
Helps to motivate employees and helps in avoiding repetitive errors and guides in the right direction to improve self that will help achieve the objective of the organisation.
•
Regular self-evaluations and peer evaluations, encourages employees to perform their own needs evaluations at any time, to reflect on the results, and to use them for goal-setting and planning 117
REFERENCES
· THE RESOURCES USED FOR PREPARING THIS REPORT ARE:
The Sites Referred Are: • • • www.newhorizons.org www.hrgurus.com Organisations official Website :http://www.superspinning.com
The Books Referred Are:
Human Resource & Personnel Management text & cases – By K.Aswathappa, 3rd Edition, Tata McGraw-Hill Publishing Company Limited. Personnel Management – By C. B. Mamoria & S. V. Ganekar, 25th Edition 2005, Himalaya Publishing House. Employee Development – By Rosemary Harrison (1996) Identifying Targeted Training Needs – By Sally Sparhawk published in 1995 by Kogan Page Ltd. Research Methodology – By C.R.Kothari, 2nd revised edition in 2004 by New Age International Publisher
Personal Records Of the Company: 118
• •
Feedback Forms of every employee belonging to all the units Human Resource Manual of the Company comprising of strategies & guidelines to go forward in the project
APPENDICES QUESTIONNAIRE SUPER SPINNING MILLS TRAINING NEEDS FOR THE STAFF
PERSONAL PARTICULARS
Name Code No. Dept / Present grade Process Date of entry to Qualification present grade Date of birth Date of Joining
SELF ASSESSMENT : • State your main duties and responsibilities
•
What do you consider to be your most important achievement of the year?
•
Difficulties faced and the way you overcame it
119
•
Mention any specific area of work in which you could be involved.
APPRAISAL AGAINST FACTORS / ATTRIBUTES
PERFORMANCE Sl No. CRITERIA 1 Planning 10 WTG APPRAISEE APPRAISER
2
Co-Ordination
10
3
Monitoring and Control
10
4
Problem solving skills
10
5
Decision making skills
10
6
Delegation
10
7
Subordinate development
10
8
Leadership qualities
5
9
Team building
5
10
Proactive orientation
5
11
Innovativeness
5
12
Collaborative orientation
5
120
13
Interpersonal relations
5
Total
100
DEVELOPMENTAL PLAN
APPRAISEE APPRAISER
Strengths
Areas of improvement Training for improvement of present job Training needs for future growth
Signature of Appraisee Date:
Signature of Appraiser Date :
121
RECOGNITIONS
ISO 9001 & 14000 AWARDS
SA 8000 Certification
OEKO - TEX Certification
122
THE AWARD FOR EXCELLENCE
BEST MANAGEMENT AWARD
QUALITY CIRCLE AWARD
REGISTERED WITH
123
FLO CERTIFICATE OF CONFORMITY
COTTON COUNCIL INTERNATIONAL
CONTROL UNION OE CERTIFICATION
CONTROL UNION GOTS CERTIFICATION
124
doc_462098325.doc