The training needs of HCL Technologies employees

The facts of life gets of HCL Technologies employeesIn a business, Human Resource is one of the disciplines which drives business for competitiveness. To light upon this cultivation is very important. Competent employees will not remain competent forever. Their skills can deteriorate technology whitethorn make their skills obsolete the cheek may move into new atomic number 18as, changing the type of crinkles that exist and the skills necessary to do them. This reality has not been overlooked by counselling. In order to train the employees the knowledge need analysis is a must for enabling them to provide quality work to the customers both inside and outside .In order to assess the upbringing needs, it is to a fault necessary to derive the job contents and job descriptions for each category and cadre in respect of Employees running(a) in all the Departments.An analysis of educational activity need is an essential requirement to the design of effective training. The e xcogitation of training need analysis is to determine whether there is a gap between what is inevitable for effective performance and present aim of performance.WHY TRAINING NEED ANALYSIS? scholarship need analysis is conducted to determine whether resources required be forthcoming or not. It helps to plan the budget of the comp all, atomic number 18as where training is required, and also graduate(prenominal)-pitchedlights the occasions where training might not be appropriate but requires alternate action. cooking score arises at three levels Corporate need and training need ar interdependent beca wasting disease the organisation performance ultimately depends on the performance of its individual employee and its step in group.ORGANIZATIONAL LEVEL Training need analysis at organizational level focuses on strategic planning, business need, and goals. It starts with the assessment of internal environment of the organization such as, procedures, structures, policies, st rengths, and weaknesses and away environment such as opportunities and threats.After doing the SWOT analysis, weaknesses can be dealt with the training interventions, while strengths can further be beef up with continued training. Threats can be reduced by identifying the areas where training is required. And, opportunities can be exploited by balancing it against costs. For this approach to be successful, the HR department of the company requires to be involved in strategic planning. In this planning, HR educates strategies to be sure that the employees in the organization have the required Knowledge, Skills, and Attributes (KSAs) based on the future KSAs requirements at each level.COMPANY PROFILEHCL Technologies is a leading global IT services company, working with clients in the areas that impact and redefine the core of their businesses. Since its blood into the global landscape after its IPO in 1999, HCL focuses on transformational outsourcing, underlined by innovation and prize creation, and offers integrated portfolio of services including software-led IT solutions, remote infrastructure management, engineering and RD services and BPO. HCL leverages its extensive global offshore infrastructure and network of offices in 26 countries to provide holistic, multi-service delivery in key industry verticals including Financial run, Manufacturing, Consumer Services, Public Services and Healthcare. HCL takes pride in its philosophy of Employee First which empowers our 55,688 transformers to create a real value for the customers. HCL Technologies, along with its subsidiaries, had consolidated revenues of US$ 2.5 billion (Rs. 11,822 crores), as on twenty-first December 2009 (on LTM basis).HCL is a $5 billion leading global technology and IT enterprise comprising two companies listed in India HCL Technologies and HCL Infosystems. Founded in 1976, HCL is one of Indias original IT garage start-ups. A pioneer of modern computing, HCL is a global transformatio nal enterprise today. Its range of offerings includes product engineering, custom package applications, BPO, IT infrastructure services, IT hardware, systems integration, and distribution of information and communications technology (ICT) products across a wide range of foc employ industry verticals. The HCL team consists of over 62,000 professionals of diverse nationalities, who operate from 26 countries including over 500 read/write heads of presence in India. HCL has partnerships with several leading Global atomic number 60 firms, including leading IT and Technology firms. While HCL Enterprise has a 20-year history, HCL Technologies is a relatively young company formed, nine old age ago, in 1998. During this period, HCL has built unique strengths in IT applications (custom applications for industry solutions and package implementation), IT infrastructure management and business process outsourcing, while maintaining and extending its leadership in product engineering. HCL has also built domain depth through a micro-verticalization strategy in industries such as Financial Services, Hi-tech and Manufacturing, Retail, Media and Entertainment, Life Sciences, and Telecom.HCL has created the ability to distribute value across the customers IT landscape through its well-distributed services portfolio, significant domain strengths, and locally relevant geographic distribution. HCL has the widest service portfolio among Indian IT service providers, with each of its services having win critical mass.OBJECTIVES OF THE takePRIMARY OBJECTIVESTo study the training needs of the employees in order to amplification the number of competent person and retain them in the organization. blueer-ranking OBJECTIVESTo bridge the gap between the actual and expected performance and behavior.To attain the level of performance this leads to the ful carryment of documentals.To increase the level of motivation among the employees in the organization.To develop their skills in int erpersonal group communication.To develop potential knowledge and skills of the trainees to carry out defined tasks and responsibility.To assists in removing mental blocks, dispelling those doubts or misconceptions that may be preventing a participant from realizing the full range of his potential.NEED FOR THE STUDYWe can identify several positive results that accrue from a well designed training program. Training efforts are consistent with and a natural extension of human resource planning.An analysis of training need is an essential requirement to the design of effective training. The purpose of training need analysis is to determine whether there is a gap between what is required for effective performance and present level of performance.Training need also develops the employee friendly work environment with high learning curve and leadership mentoring.Training need analysis is conducted to determine whether resources required are uncommitted or not. It helps to plan the budget of the company, areas where training is required, and also highlights the occasions where training might not be appropriate but requires alternate action.The need for training mainly to retain and promote employee who are strategic to the companies success. It leads to a strong sense of direction coupled with responsibility boosts motivational level and hence performance.The objective of this assessment is not that of selecting future promotes, but rather to help employees to improve their skills to achieve their performance.SCOPE OF THE STUDYTo know the reasons for non-performance of employees.To create a platform for employees to fill the gaps in knowledge, competency, skill and have got.To create an opportunity for employees to interact with each other apart from job purposes.To consider as a change agent since management objectives are conveyed to the employees throughout the organization.To help in strengthening the team spirit.To help in applying knowledge, evolution core c ompetencies, and reducing work load.To help in developing focused and inspired staff.To know about the number of competent person and retain them in the organization.To know about employee satisfaction.To know about the growth opportunities of employee.LIMITATIONS OF THE STUDYIt is not possible to conduct the perfect study because every study has its own limitations. Limitations of the study allow us to know, to what extent the findings can be generalized. In our study some of the limitations areThe study is limited to some particular unit of HCL.It is difficult to know whether the respondents opinion is exactly genuine as tidy sum perception may change from time to time.Since the study was during the time period of February 2010 TO March 2010, the findings may remain true for a certain period, after which it may not be applicable.Time was the main constrain. The research has to be completed within the stipulated time limit.Some information cannot be accessed due to its confidentia l nature.The employees are replied in a random number.2.2 ANALYSIS AND INTERPRETATION tabular array NO 2.2.1 card INDICATING AGE COMPOSITION OF THE RESPONDENTSOPTIONSNO OF RESPONDENTSPERCENTAGE OF RESPONDENTS7625-25252926-454427452428Totallong hundred100FINDINGS The preceding(prenominal) table shows that 6% of respondents are down the stairs 25, 29% of respondents are between 25-25, 27% of respondents are between 26-45 and 28% of respondents are above 45.INFERENCES From the above findings it is inferred that majority of the respondents are between the age group of 26-45.FIGURE NO 2.2.1TABLE NO 2.2.2TABLE INDICATING GENDER COMPOSITION OF THE RESPONDENTSOPTIONSNO. OF RESPONDENTSPERCENTAGE OF RESPONDENTSMale10991female119Total120100FINDINGS The above table shows that 91% of the respondents are male and 9% of the respondents are female.INFERENCES From the above findings it is inferred that majority of the respondents are male.FIGURE NO 2.2.2TABLE NO 2.2.2TABLE INDICATING THE WORK EXPE RIENCE OF THE RESPONDENTSOPTIONSNO OF RESPONDENTSPERCENTAGE OF RESPONDENTS40225 to 10252911 to 202219202219Total120100FINDINGS It is assemble that 22% of the respondents are below 5years of experience, 29% of the respondents are 5-10 years of experience, 19% of the respondents are 11-15 years of experience and 19% are above 20 years of experience.INFERENCES From the above findings it is found that majority of the respondents are having below 5 years experience.FIGURE NO 2.2.2TABLE NO 2.2.4TABLE INDICATING THE DESIGNATION OF THE RESPONDENTSOPTIONSNO OF RESPONDENTSPERCENTAGE OF RESPONDENTSSenior officer2219%Manager2428%Deputy manager2025%Assistant manager2228%Total120100FINDINGS The above table shows that 19% of the respondents are senior officer and 28% of the respondents are manager, 25% of the respondents are deputy manager and 28% of the respondents are assistant manager.INFERENCES From the above findings it is inferred that majority of the respondents are manager and assistant m anager in the organization.FIGURE NO 2.2.4TABLE NO 2.2.5TABLE INDICATING THE TYPE OF TRAINING PROGRAMME PROVIDED TO EXECUTIVESOPTIONSNO OF RESPONDENTSPERCENTAGE OF RESPONDENTSClass room training8974Simulation exercises54Workshops and seminars109E-learning119Under study assignments54Total120100FINDINGS The above table shows that 74% of respondents are of opinion that program room training are provided to them during their training, 4% of the respondents referred simulation exercises are provided, 9% of the respondents referred workshops and seminars are provided, 9% of the respondents referred E- learning are provided and 4% of the respondents referred under study assignments are provided during their training class..INFERENCE From the above findings it is inferred that majority of respondents referred class room training methods is provided to them during their training programme.FIGURE NO 2.2.5TABLE NO 2.2.6TABLE INDICATING THE INITIATOR OF TRAINING PROGRAMME IN THE governanceOP TIONSNO OF RESPONDENTSPERCENTAGE OF RESPONDENTSSupervisor1512Employees54HR Department9277External consultants11If others75Total120100FINDINGS From the above table it is found that 12% of the executives set that their supervisor initiates the training programme, 4% of the executives identified that they themselves initiates the training programme, 77% of the executives identified that the HR department initiates the training programme, 1% executive identified that external consultant initiates the training programme,5% of the executives identified that other person will initiates the training in the organization.INFERENCES From the above findings it is inferred that 77% of the executives identified that the HR department initiates the training programme in the organization.FIGURE NO 2.2.6TABLE NO 2.2.7TABLE INDICATING THE TYPE OF VISUAL AIDS USED IN TRAINING PROGRAMMEOPTIONSNO OF RESPONDENTSPERCENTAGE OF RESPONDENTSOverhead projector transparencies4022Board2017Flip charts54Hand outs 65Power point presentations4941Total120100FINDINGS From the above table it is found that 22% of the respondents referred over head projectors are used in their training, 17% of the respondents referred boards are used as the visual aids in their training, 4% of the respondents referred flip charts are used in the training,5% of the respondents referred handouts are used in their training, 41% of the respondents referred power point presentations are used as the visual aids in their trainingINFERENCES From the above findings it is inferred that 41% of the respondents referred power point presentations are used as the visual aids in their training programme.FIGURE NO 2.2.7TABLE NO 2.2.8TABLE INDICATING THE EXTERNAL TRAINING PROGRAMME PROVIDED IN THE ORGANISATIONOPTIONSNO OF RESPONDENTSPERCENTAGE OF RESPONDENTSYes11697No42Total120100FINDINGS The above table shows that 97% of respondents are of opinion that external training programme provided in the organization,2% of the respondents a re of opinion that they are not accepting that statement..INFERENCES From the above findings it is inferred that 97% of the respondents say that the external training programme are provided to them in the organization.FIGURE NO 2.2.8 separation ESTIMATION calculationNEED FOR TESTTo find out whether any external training programme had provided to executives. allow p be the total no of responses yesLet q be the total no of responses Nop===0.96q=1-p=0.04n=120At 95% level of confidence z=1.96CONCLUSIONIt is concluded that at 95% confidence level of population proportion of external training programme provided in the organization and it lies between 0.85 and 0.995 that is 85% to 95%.TABLE NO 2.2.9TABLE INDICATING EFFECTIVE FACTOR OF THE TRAINING PROGRAMMEOPTIONSNO OF RESPONDENTSPERCENTAGE OF RESPONDENTSYes11697No42Total120100FINDINGS From the above table it is found that 97% of the employees are of opinion that the training programme was found effective, 2% of the respondents are of opin ion that they are not accepting that statement.INFERENCES From the above findings it is inferred that 97% of the respondents say that training programme was found effective in the organization..FIGURE NO 2.2.9INTERVAL ESTIMATIONCALCULATIONNEED FOR TESTTo find out whether the training programme was effectiveHo The training programme does not found effective.H1 The training programme found effective.Let p be the total no of responses yesLet q be the total no of responses Nop===0.96q=1-p=0.04n=120At 95% level of confidence z=1.96CONCLUSIONIt is concluded that at 95% confidence level of population proportion the training programme was found effective and lies between 0.85 and 0.995 that is 85% to 95%.TABLE NO 2.2.10TABLE INDICATING THE EFFECTIVENESS OF THE TRAINING PROGRAMMEOPTIONSNO OF RESPONDENTSPERCENTAGE OF RESPONDENTSVery high2822High6050Neither high nor low2025Low22Very low00Total120100FINDINGS It is found that 22% of the respondents have very high level of expectations in the eff ectiveness of the training programme, 50% of the respondents have high level of expectations in the effectiveness of the training, 25% of the respondents have neither high nor low level of expectations in the effectiveness of the training, 2% of the respondents have low level of expectations in the effectiveness of the training programme.INFERENCES it is inferred that 50% of the respondents have high level of expectations in the effectiveness of the training programme.FIGURE NO 2.2.10CALCULATION SHOWING PEARSONS CORRELATION TEST(Between effectiveness and satisfaction in the training programme)Combining Table No 2.2.10and Table No.2.2.16EFFECTIVENESS (X)SATISFACTION (Y)X2Y2XY287784491966094260088265640201690025648022496X = 120Y= 120XY = 5288X2 = 9150Y2 =6222Pearsons correlational statistics coefficient(r) == 0.886 r = 0.886r value is positive and nearer to 1FINDINGS From the above table it is found that 50% of respondents feel the training was effective.INFERENCE It is inferred that there exists high degree of relationship between effectiveness and satisfaction in the training programme.FINDINGSFrom the study it is found that majority of the respondent i.e.) 27% of the respondents have age paper of 26 to 45.From the present study it is found that the majority of respondents working in the organization i.e.) 91% of them are male. From the study it is found that majority of the respondents are having below 5 years experience in the organization.From the present study it is inferred that majority of the respondents are manager and assistant manager in the organization.From the study it is found that the just about recent training programme attended by the respondents are information security, corporate etiquette, service training, six sigma and team building.74% of the respondents have responded that the organization is providing class room training methods during training programme.It is found that 77% of the executives identified that the HR department initia tes the training programme in the organization.From the present study it is found that 41% of the respondents referred power point presentations are used as the visual aids in their training programme.It is found that 97% of the respondents say that the external training programmes are provided to them in the organization.SUGGESTIONSJob rotation method of training is very useful to the executive persons for understanding job linkage with varied skills.Programmed instructions seminars will increase the knowledge of the executivesBehavioural training programs like role playing are necessary to improve the psychological fitness of the executives so as to face any kind of problem at any stage.Some additional reinforcement programs can be conducted to chisel the skills of the executives to remain competent enough to face the challenges of the changing technological, social environmental factors.Training programs, which are necessary to improve the ethical values moral values of the ex ecutives should be conducted.Field study exposure to customers working place will be helpful for executives to improve their performance.Training programme should be conducted in a periodical manner and updations of our technical and on the job training is necessary for better performance and improves our efficiency.CONCLUSIONIn recent years, the important and role of training and development has increased manifold. More and more use of training and development is being made by all sections of the organization .These training programme has become a part of human resource development.Training is one of the main activities which change the behaviour of the people. Training has become essential part not only to increase the productivity but also to run and inspire workers. It increases the skills of the persons at all levels of the organization. Human resources are the life blood of any organization .This can be achieved through well trained forceThe training programme increases the performance of the members in the organization. It also increases the human relation skills. It also helps to stimulate creative thinking.Training plays a vital role in the organization performance. The training programme conducted by Berger Paints India LimitedIndia are satisfactory but still it should keep on conducting the training programme to the executives which will generate occupy and create innovative ideas to take part in the training programme and in improving their knowledge skills along with their personality development.The training programme should be frequently conducted so as to improve efficiency of executives in the organization. Training leads to increase in morale among executives, better human relations, reduced supervisions, increased organizational viability and resilience, advancement in technology. Training need analysis arises because of the market slow down and executives attrition rate.2.6 BIBLIOGRAPHY