Project On Training And Development m1j3w

INTRODUCTION TO TRAINING AND DEVELOPMENT

Training can be introduced simply as a process of assisting a person for enhancing his efficiency and effectiveness to a particular work area by getting more knowledge and practices. Also training is important to establish specific skills, abilities and knowledge to an employee. For an organization, training and development are important as well as organizational growth, because the organizational growth and profit are also dependent on the training. But the training is not a core of organizational development. It is a function of the organizational development.

Training is different form education; particularly formal education. The education is concerned mainly with enhancement of knowledge, but the aims of training are increasing knowledge while changing attitudes and competences in good manner. Basically the education is formulated within the framework and to syllabus, but the training is not formed in to the frame and as well as syllabus. It may differ from one employee to another, one group to another, even the group in the same class. The reason for that can be mentioned as difference of attitudes and skills from one person to another. Even the situation is that, after good training programme, all different type skilled one group of employees can get in to similar capacity, similar skilled group. That is an advantage of the trainings.

In the field of Human Resources Management, Training and Development is the field concern with organizational activities which are aimed to bettering individual and group performances in organizational settings. It has been known by many names in the field HRM, such as employee development, human resources development, learning and 1

development etc. Training is really developing employees’ capacities through learning and practicing.

Training and Development is the framework employees personal

for to and

helping

develop

their

organizational

skills, knowledge, and abilities. The focus of all aspects of Human Resource Development is on developing the most superior workforce so that the organization and individual employees can accomplish their work goals in service to customers.

All employees want to be valuable and remain competitive in the labour market at all times, because they make some demand for employees in the labour market. This can only be achieved through employee training and development. Hence employees have a chance to negotiate as well as employer has a good opportunity to select most suitable person for his vacancy. Employees will always want to develop career-enhancing skills, which will always lead to employee motivation. There is no doubt that a well trained and developed staff will be a valuable asset to the company and thereby increasing the chances of his efficiency in discharging his duties.

Trainings in an organization can be mainly of two types; Internal and External training sessions. Internal training involves when training is organized in-house by the human resources department or training department using either a senior staff or any talented staff in the particular

department

as

a

resource

person.

On the other hand external training is normally arranged outside the firm

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and is mostly organized by training institutes or consultants. Whichever training, it is very important for all staff and helps in building career positioning and preparing staff for greater challenges in developing world. However the training is costly. Because of that, people who work at firms do not receive external trainings most of times. Training programmes in Sri Lanka. But nowadays, a new concept has come with these trainings which are ―Trainers through trainees‖. While training their employees in large quantities, many countries use that method in present days to reduce their training costs. The theory of this is, sending a little group or an individual for a training programme under a bonding agreement or without a bond. When they come back to work, the externally trained employees train the employees who have not participated for above training programme by internal training programmes.

Employers of labour should enable employees to pursue training and development in a direction that they choose and are interested in, not just in company-assigned directions. Companies should learning, in general, and not just in of knowledge needed for the employee's current or next anticipated job. It should be noted that the key factor is keeping the employee interested, attending, engaged, motivated and retained.

For every employee to perform well, especially Supervisors and Managers, there is a need for constant training and development. The right employee training, development and education provides big payoffs for the employer in increased productivity, knowledge, loyalty, and contribution to general growth of the firm. In most cases external trainings for instance provide participants with the avenue to meet new set of people in the same field and network. The meeting will give them the chance to compare issues and find

out

what

is

obtainable

in

each

other's

environment.

It is not mentioned in any where that the employers, managers and

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supervisors are not suitable for training programmes. They also must be highly trained if they are expected to do their best for the organization. Through that they will have best abilities and competencies to manage the organization. Training employees not only creates a more positive corporate culture, but also add a value to its key resources.

Raw human resources can make only limited contribution to the organization to achieve its goals and objectives. Hence the demands for the developed employees are continuously increasing. Thus the training is a kind of investment. It is a learning process that involves the acquisition of knowledge, sharpening of skills, concepts, rules, or changing of attitudes and behaviours

to

enhance

the

performance

of

employees.

Training is activity leading to skilled behaviour 

It’s not what you want in life, but it knows how to reach it.



It’s not where you want to go, but it knows how to get there.



It’s not how high you want to rise, but it’s knowing how to take off 

May not be quite the outcome you were aiming for, but it will be an outcome.



It’s not what you dream of doing, but it’s having the knowledge to do it.



It's not a set of goals, but it’s more like a vision.



It’s not the goal you set, but it’s what you need to achieve it.

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Training and Development in IT/Software Development Industry

The Indian IT sector is growing at a very fast pace and is expected to earn a revenue of US $87 billion by 2008. In 2006, it has earned revenue of $ 40 billion with a growth rate of 30%. IT

sector

is

expected

to

generate

2.3

million

jobs

by

2010, according to NASSCOM (National Association Software

of and

Service Companies)

With this rapid expansion of IT sector and coming up of major players and new technologies like SAP, the need of human resource development has increased. According to the recent review by Harvard Business Review, there is a direct link between training investment of the companies and the market capitalization. Those companies with higher training investment had higher market capitalization. It clearly indicates that the companies which have successfully implemented training programs have been able to deliver

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customer goals with effective results. It shows that good training results in enhancement of individual performance, which in turn, helps the organization in achieving its business goals. Training is a tool that can help in gaining competitive advantage in of human resource.

With the growing investment by IT companies in the development of their employees many companies have now started their own learning centres. As an example, Sun has its own training department. Accenture has Internet based tool by the name of ―My Learning‖ that offers access to its vast learning resources to its employees. Companies are investing in both the technical training, which has always been an essential part in IT industry, as well as in managerial skills development. Companies now kept aside 3-5% of revenue for training programs. As an example, some of the major players like Tata Alexi and Accenture are allocating 7% and 3% respectively of the company’s overall revenue.

The specific areas where training is given in IT/Software Development sector are: Computer Manufacturing EDP/ E- Commerce Deg Maintenance Service Operating jobs, Computer operators, Data Entry System Developing /Programming /Software Engineering Networking Application programming

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Research and development in peripheral integration Product quality control and reliability testing Enterprise resource planning Database warehouse management

Concern in Information Technology Training As an example, New Horizons is establishing partnership with its customers One of the major concerns for training companies is to create professionals who are better able to go in for a technology in a specific domain area. Other than that, there are various issues that are affecting the IT training sector such as, lack of conviction regarding training, unplanned training approach, uncertain

quality

focus,

and

lengthy

decision-making

process.

With the coming up of various new technologies, it has become a challenge for the training institutes to offer effective, updated, latest, planned training to candidates in a shortest-possible time. To increase the market share, most of the training institutes are now strategizing to launch new product and are marketing aggressively. and delivering quality training. The company regularly conducts surveys of training needs in Indian job market. On the other side, NIIT has invested in product development to create product segmentation and is customizing them to

address

IT/ITES

education

arena.

Patch is venturing into colleges, research firms, and universities. Another opportunity that has been identified by Patch is the field of developing content and the company is offering these services to third-party clients for customization.

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Essentials in IT Industry to survive in long term there are some definite essential things such as, Good infrastructure Trained trainers Quality of content Certification of training course Effective Training evaluation Post training , etc This must be met by the Indian players.

With the rapid expansion in IT/ITES sector, now there is enough scope of IT training courses and institutes. IT sector is soon going to face a huge shortfall of skilled employees, if the growth in the software industry goes by as expected. According to recent report of NASSCOM (The National Association of Software and Services Companies) on software industry,

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the IT services sector will see a shortfall of 2,35,000 people by 2008. IT spending in the global business world is expected to grow by 6 to 7 % in the next 3 years, which will be enough to give boost to the IT training sector.

This huge IT spending is largely because of uptake in IT recruitment.

Emerging Scenario in IT Industry According to a recent IDC report, India alone spends $216 million, i.e. 21% of the total spending of IT training in the region, and is expected to be one of the largest contributors in the coming years. This is largely because India alone s for 60 % of the total Asia-Pacific demand for IT professionals. Currently, the IT training market is valued at Rs 100 core, and is expected to reach

Rs

500

corer

over

the

next

3

years.

The major factor that is responsible for growth in IT sector is the e-governance initiatives introduced by central government and various other state governments. Now there is a notable shift from long-term course to short-term training certifications. Due to this, the focus is now on hiring professionals with expertise in particular domains. The demand has largely for JAVA and .NET professionals. And on the NETWORKING end, network storage and Linux demand is taking a toll.

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SAMSUNG COMPANY PROFILE CORPORATE PROFILE

A digital leader...a responsible global citizen...Multifaceted

family

of

companies...an

ethical

business...SAMSUNG is all of these and more. At Samsung group and Samsung electronics, our products and approach to business are held to only the highest standards so that we can more effectively contribute to a better world.

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The Samsung Philosophy At Samsung, we follow a simple business philosophy: to devote our talent and technology to creating superior products and services that contribute to a better global society. Every day, our people bring this philosophy to life. Our leaders search for the brightest talent from around the world, and give them the resources they need to be the best at what they do. The result is that all of our products—from memory chips that help businesses store vital knowledge to mobile phones that connect people across continents— have the power to enrich lives. And that’s what making a better global society all is about.

Our Values We believe that living by strong values is the key to good business. At Samsung, a rigorous code of conduct and these core values are at the heart of every decision we make.

People Quite simply, a company is its people. At Samsung, we’re dedicated to giving our people a wealth of opportunities to reach their full potential.

Excellence Everything we do at Samsung is driven by an unyielding ion for excellence—and an unfaltering commitment to develop the best products and services on the market.

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Change In today’s fast-paced global economy, change is constant and innovation is critical to a company’s survival. As we have done for 70 years, we set our sights on the future, anticipating market needs and demands so we can steer our company toward long-term success.

Integrity Operating in an ethical way is the foundation of our business. Everything we do is guided by a moral com that ensures fairness, respect for all stakeholders and complete transparency.

Co-prosperity A business cannot be successful unless it creates prosperity and opportunity for others. Samsung is dedicated to being a socially and environmentally responsible corporate citizen in every community where we operate around the globe.

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Vision 2020 As stated in its new motto, Samsung Electronics' vision for the new decade is, "Inspire the World, Create the Future." This new vision reflects Samsung Electronics’ commitment to inspiring its communities

by

leveraging

Samsung's

three

key

strengths:

―New

Technology,‖ ―Innovative Products,‖ and ―Creative Solutions.‖ -- and to promoting new value for Samsung's core networks -- Industry, Partners, and Employees. Through these efforts, Samsung hopes to contribute to a better world and a richer experience for all. As part of this vision, Samsung has mapped out a specific plan of reaching $400 billion in revenue and becoming one of the world’s top five brands by 2020. To this end, Samsung has also established three strategic approaches in its management: ―Creativity,‖ ―Partnership,‖ and ―Talent.‖ Samsung is excited about the future. As we build on our previous accomplishments, we look forward to exploring new territories, including health, medicine, and biotechnology. Samsung is committed to being a creative leader in new markets and becoming a truly No. 1 business going forward.

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Samsung profile 2011 At Samsung our gaze is cast forward, beyond the next quarter or the next year, ahead into areas unknown. By charting a course toward new businesses and new challenges, we are sowing seeds for future success.

Samsung's History

From its inception as a small export business in Taegu, Korea, Samsung has grown to become one of the world's leading electronics companies, specialising in digital appliances and media semi conductors, memory and system integration. Today Samsung's innovative and top quality product and processes are world recognised. This timeline capture the major milestone in Samsung's history, showing how the company expanded its product line and reach, grew its revenue and market share, and has followed its mission of making life better for consumer around the world.

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2000-Present Pioneering the Digital Age The digital age has brought revolutionary change – and opportunity – to global business, and Samsung has responded with advanced techno-logiest, competitive products, and constant innovation. At Samsung, we see every challenge as an opportunity and believe we are perfectly positioned as one of the world's recognized leaders in the digital technology industry. Our commitment to being the world's best has won us the No.1 global market share for 13 of our products, including semiconductors, TFT-LCDs, monitors and CDMA mobile phones. Looking forward, we're making historic advances in research and development of our overall semiconductor line, including flash memory and non-memory, custom semiconductors, DRAM and SRAM, as well as producing best-in-class LCDs, mobile phones, digital appliances, and more.

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d companies Samsung is comprised of companies that are setting new standards in a wide range of businesses, from consumer electronics to petrochemicals, from advertising to life insurance. They share a commitment to creating innovative, high quality products that are relied on every day by millions of people and businesses around the world. Electronics companies 

Samsung Electro-Mechanics



Samsung SDI



Samsung Corning Precision Materials



Samsung SDS



Samsung Mobile Display



Samsung LED

Machinery and heavy industries 

Samsung Heavy Industries



Samsung Teach-in

Chemical industries 

Samsung Total Petrochemicals



Samsung Petrochemicals



Samsung Fine Chemicals



Samsung BP Chemicals

Finincial services 

Samsung Life Insurance



Samsung Fire & Marine Insurance



Samsung Card 16



Samsung Securities



Samsung Investment Trust Management



Samsung Venture Investment

Other afflicted companies 

Samsung C&T Corporation



Samsung Engineering



Cheil Industries



Samsung Everland



The Shilla Hotels & Resorts



Cheil Worldwide



S1 Corporation



Samsung Medical Centre



Samsung Economics Research Institute

Afflicted organisation 

Samsung Human Resources Development Centre



Samsung Lions



The Ho-Am Foundation



Samsung Foundation of Culture



Samsung Welfare Foundation

Comparing for better life As one of the world’s leading companies, Samsung has a strong corporate responsibility to the communities we operate in our home country of Korea and around the world. Our work with animal companionship, assistance and welfare programmes is one meaningful way we give back to those communities and one of the only programmes of its kind led by a multinational corporation.

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Eco-Management Framework

Our sustainable development at Samsung electronics Integrating corporate management and sustainability development is an issue of increasing importance in the business world, aimed increasing expectations for social and environmental responsibility. in response, we have been improving the process of collecting stakeholders ideas and setting up corporate wide vision and strategies for sustainable development. We have designated economic, environmental, and social responsibilities as the key elements of our sustainable management. We are committed to continuing to identify our various stakeholders, build positive relationships with them, and ultimately enhance our value for both the company and the stakeholders.

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These are our main approaches

Our Businesses

For stylish phones to semiconductors from DRAM to digital TV's, Samsung encomes a variety of businesses that harness speed, creativity and efficiency to invent, develop and market the products that are defining how we live today. with more than a quarter of Samsung employees engaged in research and development, each of our businesses is focused on discovering new technologies, products and services that will open a new world of possibilities for the people who use them. Set Business Through innovative technology, distinctive designs, and a dual focus on convenience and value, Samsung has remained at the forefront of the digital revolution we helped launch. We lead the global digital marketplace by

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continually launching new products that not only meet- but also anticipatecustomers' demands. Our mobile phones, ired by customers around the world, enhance mobile lifestyles while meeting the diverse needs of the mobile marketplace. We've led the standardization of next- generation mobile phone technologies such as Mobile WiMAX and High-Speed Downlink Packet Access (HSDPA) to solidify our alliances with phone carriers around the world. The business also comprises personal computers and MP3 players, creating synergies across platforms. We merge the latest mobile technology with core computing technology for the PC business, while mobile technologies - also combine with our world-leading power efficiency and design to enhance MP3 player capabilities. Our goal is to use our leadership in technological convergence to guide the industry as it takes mobility to the next level. The TV business is a key driver in the Samsung Set Business portfolio, along with the Mobile phone business. The TV business enjoys the top position in the current market. LED TVs, which have shown explosive growth in the latest market, is a flagship product within the TV business. LCD TV and Monitors have also maintained top positions in their respective categories. We seek to sustain our leadership through constant innovation and development in new technology such as 3D. A brand image has powered Samsung's growth

in

the

telecommunications

category.

We

lead

the

global

telecommunication industry with the widest range of mobile phones on the market today - including 3G and multimedia phones - in addition to telecommunication systems. Our printer and camera businesses are also receiving positive responses in the market and we continue to innovate in technology to increase our competitiveness in these segments. Finally, Samsung’s Set Business also encomes world-leading, home appliances that are stylishly designed, equipped with convenient digital features, and environmentally friendly. Our line-up includes refrigerators, air conditioners, washers, ovens, vacuum cleaners and other appliances that are indispensable in today's households.

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Key Products LED TV

design monitors

note pc

SPH M 800instinct

SGH-A867 Eternity

SGHA877IMPRESSION

HD camcorder

MP3 Player

Camera

HZ15W Refrigerator

colour laser printer

microwave

Component Business Samsung's Component Business leads the world's memory and LCD markets in product and technology development. Our component business is divided into semiconductors and LCD. The Semiconductor business consists of the

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Memory Division which enjoys a global number 1 position, the System LSI Division, which has experienced huge growth in the market and the Storage Systems Division. In a fast-paced electronic components industry, marked by intense competition and market volatility, clearly differentiated products from each of these divisions have helped spur continued growth. Samsung's Memory Division designs and manufactures integrated circuits for storing digital information. It is the market leader in dynamic random access memory (DRAM), static random access memory (SRAM), NAND flash memory and Solid State Drives (SSDs). In addition, the Division has been setting an aggressive pace for developing new memory devices and multichip

packages,

as

well

as

pioneering

fusion

memories

and

commercialising nanotechnology. The System LSI Division designs and manufactures logic and analogy integrated circuit devices. It is comprised of 3 major areas of business concentration - mobile solutions, home & media solutions, and ASIC & foundry services. The Division focuses its efforts in five strategic products areas - display Driver IC (DDI), CMOS image sensor (CIS), and mobile Application processor (AP), smart card IC and media player SOC. System LSI holds the number one market share in DDI, Navigational AP and MP3 SOC. The Storage Systems Division is a leading producer of high-capacity, highperformance hard disk drives for notebook and desktop PCs, as well as digital camcorders, MP4 players and a wide range of other consumer electronics and mobile devices. Just recently, it introduced a new line-up of ultra-compact, high-capacity external hard drives. It has made significant advances in hard disk drive technologies leading to lighter, quieter and more energy-efficient drives. Samsung's LCD business produces s for TVs; digital information displays (DIDs), notebook PCs and desktop monitors. It is the market leader in developing next-generation, products such as ultra-slim, edge-lit LED-backlit LCD s, and is at the forefront of creating new markets with

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advancements in LED-backlit design and 240Hz LCD technology. The Division also is leading the LCD industry in its transition to the 16:9 widescreen aspect ratio, as well as in the introduction of high-value-added products such as 20-inch and larger slim- monitors and super-bright DID s.

Key Products 8M-pixel CIS (CMOS Image Sensor)

800MHz mobile AP

2 GB DDR3 SDRAM

Mobile DDI

1 GB one DRAM

32 GB NAND

256 GBSSD

SIM CARD

Samsung in India Samsung India is the hub for Samsung's South West Asia Regional operations. The South West Asia Headquarters, under the leadership of Mr. J S Shin, President and CEO, looks after the Samsung business in Nepal, Sri Lanka, Bangladesh, Maldives and Bhutan besides India. Samsung India which commenced its operations in India in December 1995 enjoys a sales turnover of over US$ 1Bn in just a decade of operations in the country. 23

Headquartered in New Delhi, Samsung India has widespread network of sales offices all over the country. The Samsung manufacturing complex housing manufacturing facilities for Colour Televisions, Mobile phones, Refrigerators and Washing Machines is located at Noida, near Delhi. Samsung 'Made in India' products like Colour Televisions, Mobile phones and Refrigerators are being exported to Middle East, CIS and SAARC countries from its Noida manufacturing complex. In November 2007, Samsung commenced the manufacture of Colour televisions and LCD televisions at its state–of-the-art manufacturing facility at Sriperumbudur, Tamil Nadu. The Company is also manufacturing fully automatic front loading washing machines at its Sriperumbudur facility.

Vision

MR.J.S SHIN PRESIDENT AND CEO. SAMSUNG SOUTH WEST ASIA HEAD QUARTER

Growing to be the best Samsung India aims to be the 'Best Company' in India. 'Best Company' in of the internal workplace environment, our manpower, our products as well as our efforts to make our customers happy through our products and services. Samsung aims to grow in India by contributing to the Indian economy and making the lives of our consumers simpler, easier and richer through our superior quality products.

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"Our aim is to gain technological leadership in the Indian marketplace even as our goal is to earn the love and respect of more and more of our Indian consumers." Upon announcing Vision 2020 last year we strengthened our global competitiveness which allowed us to post the highest sales and profits and become an undisputed leader in electronics. Our steady ascent in brand value has placed us shoulder to shoulder with the most trusted global companies. This remarkable accomplishment could not have been possible without your strong interest and , and for this, I would like to thank you deeply on behalf of everyone at Samsung. We look forward to many more years of doing our best to serve you as our customers, shareholders, and stakeholders. 2009 was also special for Samsung as it marked the 40th anniversary of the company's founding, as well as for the announcement of a new vision: "Inspire the World, Create the Future." Through this vision, Samsung is charging towards $400 billion in revenue in 2020. Everyone at Samsung is working hard to realize this goal. Samsung is dedicated to being a globally respected company and a trusted corporate citizen-- one that delivers new value through continuous innovation, and that fulfils its responsibility to the communities and stakeholders that have enabled it to succeed.

Brand power From being a virtually unknown entity in the Year 1995, brand Samsung today enjoys an awareness level of over 65% and a positive opinion of over 80% in the country today (source: BAS 2007). The introduction of World First, Wow, leading technology products in the Indian market coupled with the Company’s efforts to customise products for the Indian consumers, have contributed to the success of the brand in the Indian market.

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Technology Leadership, Product design and innovative marketing have all contributed to making Samsung a household name in the Indian market. The Company has carried out over 170 Dream Home Road Shows - a four day exhibition of its new products and technologies - in the metros and smaller markets to create consumer awareness.

To display Samsung products in a more lifestyle ambience and to communicate the product benefits in a more interactive manner, Samsung India has set up a widespread network of Samsung Digital Plazas all over the country.

The Samsung Brand shop network complements the over 8500 retail points for Samsung products located across the length and breadth of the country. Samsung plans to continue enhancing its penetration levels in the country to reach out to more and more Indian consumers.

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R&D The company’s thrust on Product Innovation and R&D has given the company a competitive edge in the marketplace. Samsung has two Software development centres - Samsung India Software Centre (SISC) and Samsung India Software operations unit (SISO) at Noida and Bangalore respectively.

While the Samsung India Software Centre in developing software solutions in Samsung’s global software requirements for hi-end televisions like Plasma and LCD TVs and Digital Media Products, SISO is working on major projects for Samsung Electronics in the area of telecom: wireless terminals and infrastructure, Networking, SOC (System on Chip) Digital Printing and other multimedia/digital media as well as application software. In addition to working on global R&D projects, SISO is also helping Samsung India’s Mobile business by focusing on product customisation for the Indian market. Samsung India currently employs around 2000 employees across its R&D Centres at Noida and Bangalore. Samsung India is also carrying out Hardware R&D at its Noida R&D Centre. The focus of the R&D Centre is to customise both Consumer Electronics and Home Appliance products to better meet the needs of Indian consumers. From Flat televisions with 'Easy View' technology, Frost free refrigerators with Stabiliser free operations to Semi automatic washing machines with Silver Nano technology, the Samsung R&D Centres in India are helping the company to continuously innovate and introduce products customised for the Indian market. Every day, more than a quarter of all Samsung employees—40,000 people— engage in research and development to discover the next generation of powerhouse products that will take everyday life beyond the ordinary— beyond imagination.

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R&D at Samsung Innovation is crucial to Samsung's business. As new technologies are being constantly introduced to the market, speed is essential for remain-in competitive in today's digital era, and new markets have to be pioneered continuously. Through the interplay of creative, imaginative people; a global R&D network; an organisation that encourages collaboration and cooperation among business partners all along the supply chain; and a strong commitment to ongoing investment, Samsung has put R&D at the heart of everything we do.

People One of Samsung's strongest assets is our team of talented researchers and engineers. More than a quarter of all Samsung employees—42,000 people— work everyday in research and development, and we expect that number to sur 50,000 by 2010. At—and among—our 42 research facilities around the world, they collaborate on strategic technologies for the future and original technologies designed to forge new market trends and set new standards for excellence.

Organisation Samsung's R&D organization has three layers. The Samsung Advanced Institute of Technology (SAIT), Samsung's technology competitiveness in core business areas, identifies growth engines for the future, and oversees the securing and management of technology. The R&D centres of each business focus on technology that is expected to deliver the most promising long-term results.

Division

product

development

teams

are

responsible

for

commercialising products scheduled to hit the market within one or two years.

Investment A critical way that Samsung responds to the highly uncertain business environment and the increasingly competitive marketplace is through our commitment to R&D. Each year we invest at least 9% of our sales revenue in

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R&D activities. Samsung is committed to leading technology standardisation and securing intellectual property rights.

Global R&D Network Innovation is a global enterprise at Samsung. Our research and development network spans six Samsung centres in Korea and 18 more in nine other countries, including the United States, the United Kingdom, Russia, Israel, India, Japan and China, as well as other research centres and universities. Closely linked, these centres are tasked with hiring top-notch local talent, investigating the latest local technology trends, and bringing to life those technologies that offer the greatest benefits.

GLOBAL PROCUREMENT

As a world leader in digital technology Samsung Electronics is progressing into a new era in product development, corporate culture and contributions to the global society. In order for us to achieve our goals, we understand how important it is to build relationships and have full from first class suppliers. Samsung Electronics is looking for potential world-class partners with innovative and distinctive technologies for collaboration & creating new business opportunities.

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Objectives of project

Primary Objectives

To study on the effectiveness of training and development at SAMSUNG PRIVATE LIMITED COMPANY

Secondary Objectives 

To study about employees perception on training program.



To study on training and development needs and satisfaction of employees.



To find best method of training and development.



To understand the attitude of top level management towards implementation of training program.

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TRAINING AND DEVELOPMENT IN TRAINING AND DEVELOPMENT IN SAMSUNG COMPNAY

Importance of training and development

TRAINING AND DEVELOPMENT is a subsystem of an organization. It ensures that randomness is reduced and learning or behavioural change takes place in structured format.

Traditional Approach -Most of the organizations before never used to believe in training. They were holding the traditional view that managers are born and not made. There were also some views that training is a very costly affair and not worth. Organizations used to believe more in executive pinching.

But

now

the

scenario

seems

to

be

changing.

Modern approach- modern approach of training and development is that Indian Organizations have realized the importance of corporate training. Training is now considered as more of retention tool than a cost. The training system in Indian Industry has been changed to create a smarter workforce and yield the best results 

Optimum Utilization of Human Resources – Training and Development helps in optimizing the utilization of human resource that further helps the employee to achieve the organizational goals as well

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as their individual goals. 

Development of Human Resources – Training and Development helps to provide an opportunity and broad structure for the development of human resources’ technical and behavioural skills in an organization. It also helps the employees in attaining personal growth.



Development of skills of employees – Training and Development helps in increasing the job knowledge and skills of employees at each level. It helps to expand the horizons of human intellect and an overall personality of the employees.



Productivity – Training and Development helps in increasing the productivity of the employees that helps the organization further to achieve its long-term goal.



Team spirit – Training and Development helps in inculcating the sense of team work, team spirit, and inter-team collaborations. It helps in inculcating the zeal to learn within the employees.



Organization Culture – Training and Development helps to develop and improve the organizational health culture and effectiveness. It helps in creating the learning culture within the organization.



Organization Climate – Training and Development helps building the positive perception and feeling about the organization. The employees get these feelings from leaders, subordinates, and peers.



Quality – Training and Development helps in improving upon the quality of work and work-life.



Healthy work environment – Training and Development helps in creating the healthy working environment. It helps to build good employee, relationship

so

that

organizational goal.

32

individual

goals

aligns

with



Health and Safety – Training and Development helps in improving the health and safety of the organization thus preventing obsolescence.



Morale – Training and Development helps in improving the morale of the work force.



Image – Training and Development helps in creating a better corporate image.



Profitability – Training and Development leads to improved profitability and more positive attitudes towards profit orientation.



Training and Development aids in organizational development i.e. Organization gets more effective decision making and problem solving. It helps in understanding and carrying out organisational policies



Training and Development helps

in

developing

leadership skills, motivation, loyalty, better attitudes, and other aspects that successful workers

and

managers

usually display.

Objectives of training and development

Training objectives are one of the most important parts of training program. While some people think of training objective as a waste of valuable time. The counterargument here is that resources are always limited and the training objectives actually lead the design of training. It provides the clear guidelines and develops the training program in less time because objectives focus specifically on needs. It helps in adhering to a plan.

Training objective tell the trainee that what is expected out of him at the end

33

of the training program. Training objectives are of great significance from a number of stakeholder perspectives,

1 Trainer 2. Trainee 3. Designer 4. Evaluator

Trainee – The training objective is beneficial to the trainee because it helps in reducing the anxiety of the trainee up to some extent. Not knowing anything or going to a place which is unknown creates anxiety that can negatively affect learning. Therefore, it is important to keep the participants aware of the happenings, rather than keeping it surprise. Secondly, it helps in increase in concentration, which is the crucial factor to make the training successful. The objectives create an image of the training program in trainee’s mind that actually helps in gaining attention. Thirdly, if the goal is set to be challenging and motivating, then the likelihood of achieving those goals is much higher than the situation in which no goal is set. Therefore, training objectives helps in increasing the probability that the participants will be successful in training. Designer – The training objective is beneficial to the training designer because if the designer is aware what is to be achieved in the end then he’ll buy the training package according to that only. The training designer would then look for the training methods, training equipments, and training content accordingly to achieve those objectives. Furthermore, planning always helps in dealing effectively in an unexpected situation. Consider an

34

example; the objective of one training program is to deal effectively with customers to increase the sales. Since the objective is known, the designer will design a training program that will include ways to improve the interpersonal skills, such as verbal and non verbal language, dealing in unexpected situation i.e. when there is a defect in a product or when a customer is angry. Trainer – The training objective is also beneficial to trainer because it helps the trainer to measure the progress of trainees and make the required adjustment.

Also, trainer comes in a position to establish a relationship

between objectives and particular segments of training. .Therefore, without any guidance, the training may not be designed appropriately.

Evaluator – It becomes easy for the training evaluator to measure the progress of the trainees because the objectives define the expected performance of trainees. Training objective is an important to tool to judge the performance of participants. The principal objective of training and development division is to make sure the availability of a skilled and willing workforce to an organization. In addition to that, there are four other objectives: Individual, Organizational, Functional, and Societal. Individual Objectives – help employees in achieving their personal goals, which in turn, enhances the individual contribution to an organization. Organizational Objectives – assist the organization with its primary objective by bringing individual effectiveness. Functional Objectives – maintain the department’s contribution at a level suitable to the organization’s needs. Societal Objectives – ensure that an organization is ethically and socially responsible to the needs and challenges of the society.

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Benefits of training and development Benefits of training are intangible and investing in training benefits both, organization and employees for a long period. Training enhances a worker level of skills. It provides sense of satisfaction, which is an intrinsic motivator. Training also provides organization multi skill employees. Training increases an employer commitment to their job and their organization. Better understanding of jobs reduces accidents. One of the most important benefits of training for an organization is that, it provides skills inside the organization which reduces overall cost of an organization's operations. The major benefits of training and development programs are that the employees who are trained need lesser supervision than those who are not.

Training and development are often initiated for an employee or a group of employees in order to: 

Relevantly remain in business.



Create a pool of readily available and adequate replacements for personnel who may leave or move up in the organisation.



Enhance the company’s ability to adopt and use advances in technology because of a sufficiently knowledgeable staff.



Build a more efficient, effective and highly motivated team, which enhances the company’s competitive position and improves employee morale.



Ensure adequate human resources for expansion into new programs.



Pilot or test the operation of a new performance management system

36

Training is also initiated: 

As part of an overall professional development program



When a performance appraisal indicates performance improvement is needed.

The benefits of training and development to employees and organisations alike are numerous and include (but are not limited to) the following:



Workers are helped to focus, and priority is placed on empowering employees.



Productivity is increased, positively affecting the bottom line.



Employee confidence is built, keeping and developing key performers, enabling

team

development

and

contributing

to

better

team/organisation morale. 

Employees are kept current on new job-related information, thereby contributing significantly to better customer service.



Employees are updated on new and enhanced skills, with a view to aligning them to business goals and objectives.



After a downsizing, remaining workers are given the technical and management skills to handle increased workloads.



Companies with business problems are given a fresh or unbiased professional opinion or exploration, evaluation, or critique.



Job satisfaction, employee motivation and morale are increased, reducing employee turnover.



Processes increase in efficiency, resulting in financial gain.



Innovation is increased, bringing new strength to strategies, products and the company’s capacity to adopt new technologies and methods.

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Benefits of training are intangible and investing in training benefits both, organization and employees for a long period. Training enhances a worker level of skills. It provides sense of satisfaction, which is an intrinsic motivator. Training also provides organization multi skill employees. Training increases an employer commitment to their job and their organization. Better understanding of jobs reduces accidents. One of the most important benefits of training for an organization is that, it provides skills inside the organization which reduces overall cost of an organization's operations. Quality is one of the key features required for survival of an organization in long term. Total Quality Management (TQM) and other quality management techniques require staff training as an important requisite for its successful implementation. Customer satisfaction increases repeat business, which is a key to success. By training employees for promoting good customer relations will increase customer satisfaction and quality of service. Just-in time philosophy is one of the leading ideas in Japan.JIT emphasize on reduction in waste and waiting time in production process. Better training will reduce waste and machine down time. A major portion of quality costs consists of supervision; by providing proper training this is reduced. Training increases productivity of employees and processes. High employee turnover may be a serious threat to an organization existence, major benefit of training is that it reduces staff turnover and help an organization to retain its staff. Better training can provide an organization competitive advantage over others in industry

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TRAINING AND DEVELOPMENT IN SAMSUNG COMPANY Samsung’s invests heavily on employee training and development which is core to the company’s success. The objective is to secure bright and innovative team to lead the digital era. Samsung Electronics Australia has systematic training programs to cultivate experts in the areas of sales and marketing. We develop our people to become leaders at the forefront of technology and innovative business.

Training Operations:

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Leader course is to nurture people ready for global challenge. The training further provides various programs including SLP course to identify next generation business leader; SLP high-level manager course to strategically develop globally competitive next generation business leader; Samsung MBA course to nurture strategic member who can lead the ever-changing business environment of the new millennium; and Evening graduate course to horn business skills of Samsung Engineering staffs. The quality of employees and their development through training and education are major factors in determining long-term profitability of a small business. If you hire and keep good employees, it is good policy to invest in the development of their skills, so they can increase their productivity. Training often is considered for new employees only. This is a mistake because ongoing training for current employees helps them adjust to rapidly changing job requirements.

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Position training From new recruit to management training specific to each position is delivered to our trained staffs with the skill set required to given position.

Engineering training Included in engineering training are engineering basic course, advance course, specialist seminar. Engineering basic course is design to teach engineering skills by giving comprehensive and systematic understanding on engineering including design procurement and construction project management. Advance course offers in depth on the job education for the required discipline. During specialist seminars findings from study activities technology information and application technology by discipline are introduce to communicate and share new technology.

Job training Job training newly launch program to systematically develop job capabilities is structured to nurture knowledge competencies and mid set required for job. The training aimed at fostering job related skills and expertise is composed of job basic course, job intensive course, job expert course.

Globalization training

41

With an aim to develop foreign language skills and promote smooth communication at our overseas project the regular in hose program is comprised of Samsung group language test prep course and practical English conversation course with curriculum broke down based on the score of speaking test. Furthermore courses to help you improve business writing, meeting, presentation, communication, negotiation skills are provided to help your career. Those who want to take advantage of 5 day workweek and wish to study during weekend can continuously benefit from the program. You can continuously take Samsung group collective course to enhance business skills.

IT training MS excel and PowerPoint course for professional office automation, e-test preparation course for IT professional certification are upgraded for your service. Including financial management education and legal matter course, business general training allows you to acquire basic understanding of engineering and general business while raising efficiency in operation.

Core talent training The training is to nurture core talent in the organization. Among the program regional specialist course is designed to develop global competitiveness while global biz. Leadership course to nurture people ready from global challenge. The training further provides various programs including SLP course to identify next generation business leaders. Samsung MBA course to nurture strategic who can lead ever changing business environment of the new millennium, and evening graduate course to horn business skills of Samsung engineering staff.

42

Purpose of Training and Development Reasons for emphasizing the growth and development of personnel include 

Creating a pool of readily available and adequate replacements for personnel who may leave or move up in the organization.



Enhancing the company's ability to adopt and use advances in technology because of a sufficiently knowledgeable staff.



Building a more efficient, effective and highly motivated team, which enhances the company's competitive position and improves employee morale.



Ensuring adequate human resources for expansion into new programs.

Research has shown specific benefits that a small business receives from training and developing its workers, including: 

Increased productivity.



Reduced employee turnover.



Increased efficiency resulting in financial gains.



Decreased need for supervision.

Employees frequently develop a greater sense of self-worth, dignity and wellbeing as they become more valuable to the firm and to society. Generally they will receive a greater share of the material gains that result from their increased productivity. These factors give them a sense of satisfaction through the achievement of personal and company goals.

The Training Process The model below traces the steps necessary in the training process: 

Organizational Objectives

43



Needs Assessment



Is There a Gap?



Training Objectives



Select the Trainees



Select the Training Methods and Mode



Choose a Means of Evaluating



ister Training



Evaluate the Training

Your business should have a clearly defined strategy and set of objectives that direct and drive all the decisions made especially for training decisions. Firms that plan their training process are more successful than those that do not. Most business owners want to succeed, but do not engage in training design that promise to improve their chances of success. Why? The five reasons most often identified are:

Time - Small businesses managers find that time demands do not allow them to train employees.

Getting started - Most small business managers have not practiced training employees. The training process is unfamiliar.

Broad expertise - Managers tend to have broad expertise rather than the specialized skills needed for training and development activities.

Lack of trust and openness - Many managers prefer to keep information to themselves. By doing so they keep information from subordinates and others who could be useful in the training and development process.

Scepticisms as to the value of the training - Some small business owners believe the future cannot be predicted or controlled and their efforts, therefore, are best centred on current activities i.e., making money today.

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A well-conceived training program can help your firm succeed. A program structured with the company's strategy and objectives in mind has a high probability of improving productivity and other goals that are set in the training mission. For any business, formulating a training strategy requires addressing a series of questions. 

Who are your customers? Why do they buy from you?



Who are your competitors? How do they serve the market? What competitive advantages do they enjoy? What parts of the market have they ignored?



What strengths does the company have? What weaknesses?



What social trends are emerging that will affect the firm?

The purpose of formulating a training strategy is to answer two relatively simple but vitally important questions: (1) What is our business? And (2) What should our business be? Armed with the answers to these questions and a clear vision of its mission, strategy and objectives, a company can identify its training needs.

Identifying Training Needs Training needs can be assessed by analyzing three major human resource areas: the organization as a whole, the job characteristics and the needs of the individuals. This analysis will provide answers to the following questions: 

Where is training needed?



What specifically must an employee learn in order to be more productive?



Who needs to be trained?

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Begin by assessing the current status of the company how it does what it does best and the abilities of your employees to do these tasks. This analysis will provide some benchmarks against which the effectiveness of a training program can be evaluated. Your firm should know where it wants to be in five years from its long-range strategic plan. What you need is a training program to take your firm from here to there. Second, consider whether the organization is financially committed to ing the training efforts. If not, any attempt to develop a solid training program will fail. Next, determine exactly where training is needed. It is foolish to implement a companywide training effort without concentrating resources where they are needed most. An internal audit will help point out areas that may benefit from training. Also, a skills inventory can help determine the skills possessed by the employees in general. This inventory will help the organization determine what skills are available now and what skills are needed for future development. Also, in today's market-driven economy, you would be remiss not to ask your customers what they like about your business and what areas they think should be improved. In summary, the analysis should focus on the total organization and should tell you (1) Where training is needed and (2) Where it will work within the organization. Once you have determined where training is needed, concentrate on the content of the program. Analyze the characteristics of the job based on its description, the written narrative of what the employee actually does. Training based on job descriptions should go into detail about how the job is performed on a task-by-task basis. Actually doing the job will enable you to get a better feel for what is done.

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Individual employees can be evaluated by comparing their current skill levels or performance to the organization's performance standards or anticipated needs. Any discrepancies between actual and anticipated skill levels identify a training need.

Selection of Trainees Once you have decided what training is necessary and where it is needed, the next decision is who should be trained? For a small business, this question is crucial. Training an employee is expensive, especially when he or she leaves your firm for a better job. Therefore, it is important to carefully select who will be trained. Training programs should be designed to consider the ability of the employee to learn the material and to use it effectively, and to make the most efficient use of resources possible. It is also important that employees be motivated by the training experience. Employee failure in the program is not only damaging to the employee but a waste of money as well. Selecting the right trainees is important to the success of the program.

Training Goals The goals of the training program should relate directly to the needs determined by the assessment process outlined above. Course objectives should clearly state what behaviour or skill will be changed as a result of the training and should relate to the mission and strategic plan of the company. Goals should include milestones to help take the employee from where he or she is today to where the firm wants him or her in the future. Setting goals helps to evaluate the training program and also to motivate employees. Allowing employees to participate in setting goals increases the probability of success.

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Training Methods There are two broad types of training available to small businesses: on-the-job and off-the-job techniques. Individual circumstances and the "who," "what" and "why" of your training program determine which method to use.

On-the-job training is delivered to employees while they perform their regular jobs. In this way, they do not lose time while they are learning. After a plan is developed for what should be taught, employees should be informed of the details. A timetable should be established with periodic evaluations to inform employees about their progress. On-the-job techniques include orientations, job instruction training, apprenticeships, internships and assistantships, job rotation and coaching.

Off-the-job techniques include lectures, special study, films, television conferences or discussions, case studies, role playing, simulation, programmed instruction and laboratory training. Most of these techniques can be used by small businesses although, some may be too costly.

Orientations are for new employees. The first several days on the job are crucial in the success of new employees. This point is illustrated by the fact that 60 percent of all employees who quit do so in the first ten days. Orientation training should emphasize the following topics: 

The company's history and mission.



The key in the organization.



The key in the department, and how the department helps fulfil the mission of the company.



Personnel rules and regulations.

Some companies use verbal presentations while others have written presentations. Many small businesses convey these topics in one-on-one orientations. No matter what method is used, it is important that the newcomer understand his or her new place of employment.

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Lectures present training material verbally and are used when the goal is to present a great deal of material to many people. It is more cost effective to lecture to a group than to train people individually. Lecturing is one-way communication and as such may not be the most effective way to train. Also, it is hard to ensure that the entire audience understands a topic on the same level; by targeting the average attendee you may undertrained some and lose others. Despite these drawbacks, lecturing is the most cost-effective way of reaching large audiences.

Role playing and simulation are training techniques that attempt to bring realistic decision making situations to the trainee. Likely problems and alternative solutions are presented for discussion. The adage there is no better trainer than experience is exemplified with this type of training. Experienced employees can describe real world experiences, and can help in and learn from developing the solutions to these simulations. This method is cost effective and is used in marketing and management training.

Audiovisual methods such as television, videotapes and films are the most effective means of providing real world conditions and situations in a short time. One advantage is that the presentation is the same no matter how many times it's played. This is not true with lectures, which can change as the speaker is changed or can be influenced by outside constraints. The major flaw with the audiovisual method is that it does not allow for questions and interactions with the speaker, nor does it allow for changes in the presentation for different audiences.

Job rotation involves moving an employee through a series of jobs so he or she can get a good feel for the tasks that are associated with different jobs. It is usually used in training for supervisory positions. The employee learns a little about everything. This is a good strategy for small businesses because of the many jobs an employee may be asked to do.

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Apprenticeships develop employees who can do many different tasks. They usually involve several related groups of skills that allow the apprentice to practice a particular trade, and they take place over a long period of time in which the apprentice works for, and with, the senior skilled worker. Apprenticeships are especially appropriate for jobs requiring production skills.

Internships and assistantships are usually a combination of classroom and on-the-job training. They are often used to train prospective managers or marketing personnel.

Programmed learning, computer-aided instruction and interactive video all have one thing in common: they allow the trainee to learn at his or her own pace. Also, they allow material already learned to be byed in favour of material with which a trainee is having difficulty. After the introductory period, the instructor need not be present, and the trainee can learn as his or her time allows. These methods sound good, but may be beyond the resources of some small businesses.

Laboratory training is conducted for groups by skilled trainers. It usually is conducted at a neutral site and is used by upper- and middle management trainees to develop a spirit of teamwork and an increased ability to deal with management and peers. It can be costly and usually is offered by larger small businesses.

Trainers Who actually conducts the training depends on the type of training needed and who will be receiving it. On-the-job training is conducted mostly by supervisors; off-the-job training, by either in-house personnel or outside instructors. In-house training is the daily responsibility of supervisors and employees. Supervisors are ultimately responsible for the productivity and, therefore, the training of their subordinates. These supervisors should be taught the techniques of good training. They must be aware of the knowledge and skills 50

necessary to make a productive employee. Trainers should be taught to establish goals and objectives for their training and to determine how these objectives can be used to influence the productivity of their departments. They also must be aware of how adults learn and how best to communicate with adults. Small businesses need to develop their supervisors' training capabilities by sending them to courses on training methods. The investment will pay off in increased productivity. There are several ways to select training personnel for off-the-job training programs. Many small businesses use in-house personnel to develop formal training programs to be delivered to employees off line from their normal work activities, during company meetings or individually at prearranged training sessions. There are many outside training sources, including consultants, technical and vocational schools, continuing education programs, chambers of commerce and economic development groups. Selecting an outside source for training has advantages and disadvantages. The biggest advantage is that these organizations are well versed in training techniques, which is often not the case with in-house personnel. The disadvantage of using outside training specialists is their limited knowledge of the company's product or service and customer needs. These trainers have a more general knowledge of customer satisfaction and needs. In many cases, the outside trainer can develop this knowledge quickly by immersing himself or herself in the company prior to training the employees. Another disadvantage of using outside trainers is the relatively high cost compared to in-house training, although the higher cost may be offset by the increased effectiveness of the training. Whoever is selected to conduct the training, either outside or in-house trainers, it is important that the company's goals and values be carefully explained.

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Training istration Having planned the training program properly; you must now ister the Training to the selected employees. It is important to follow through to make sure the goals are being met. Questions to consider before training begins include: 

Location.



Facilities.



Accessibility.



Comfort.



Equipment.



Timing.

Careful attention to these operational details will contribute to the success of the training program. An effective training program should follow these steps: 

Define the organizational objectives.



Determine the needs of the training program.



Define training goals.



Develop training methods.



Decide whom to train.



Decide who should do the training.



ister the training.



Evaluate the training program.

Following these steps will help an develop an effective training program to ensure that the firm keeps qualified employees who are productive, happy workers. This will contribute positively to the bottom line.

Evaluation of Training Training should be evaluated several times during the process. Determine

52

these milestones when you develop the training. Employees should be evaluated by comparing their newly acquired skills with the skills defined by the goals of the training program. Any discrepancies should be noted and adjustments made to the training program to enable it to meet specified goals. Many training programs fall short of their expectations simply because the failed to evaluate its progress until it was too late. Timely evaluation will prevent the training from straying from its goals.

Training Cycle

Stage 1 - Identification of training needs This initial stage of the training cycle addresses finding out if there is, or identifying, training need. If a need is identified, it is at this stage that who needs trained (target audience), in what and how you will know the training has had the intended impact success criteria of the training should be identified. This stage will help those who identify training needs to consider why the training is required and its expected outcome and impact.

53

How you will measure if the training has met the original need i.e. brought about intended change in behaviour, performance.

Stage 2 - Design of training solutions This stage covers planning, design and development of magistrate training. It aims to ensure that a systematic and consistent approach is adopted for all training solutions. Training solutions cover face to face training and open and flexible learning including e-learning. Stage 3 - Delivery of training solutions This stage of the training cycle ensures that the delivery of the training is effective and provides opportunities for the learners to learn. This will involve choosing the most appropriate format for meeting training needs, and taking advantage of different training methods. Stage 4 - Application of training in the court environment This stage of the training cycle is concerned with ensuring that all learning outcomes are applied and reinforced in practice within the court environment. This stage will help those who monitor the development of individual learners and review their progress. Stage 5 - Evaluation of training solutions This stage of the training cycle deals with the collection, analysis and presentation of information to establish the improvement in performance that results from this.This stage will help those who evaluate learning programmes, or who respond to developments in learning, or plan and introduce improvements in learning interventions.

54

Research Methodology

Research is common parlance refer to the search for knowledge. It can be also defined as a systematic and scientific search for pertinent information on specific topic; In fact search is a part of scientific investigation. In simple research means "a careful investigation or enquiry through search for new facts in any branch of knowledge‖

LOGICAL FLOW OF RESARCH IS AS FOLLOW Identification of problem Research objective Source of data Data collection Sample Sample size Data interpretation Data analysis Finding and observation Conclusion Recommendation

55

Research design

Research design can be thought of the structure of research. It is a glue that holds all the elements in a research project together. Research design is a vital part of the research study. It is a logical and systematic planning and directing of piece of research. It is a master plan and blue print of entire study.

Sources of data Primary data 

Internal data about working of HR department from gathered from organisation.



Interview



Observation



Sufficient data collected through forms from employees [Questionnaires]

Secondary data 

Magazines, journal, brochures, books



Website of company [www.samsung.com]



Earlier research on similar topic

56

Samples

We always have to work with a sample of subject rather than the full population. But people are interested in population, not the sample. To generalise from the sample to the population, the sample has to be representative of the population. The safety way to ensure that the representative is to use a random selection procedure.

Method of sampling used "Random selection process"

In the random selection method, all items have some chance of selection that can be calculated. Random sampling technique ensures that bias is not introduced regarding who is not included in survey.

Sampling size The sampling size is taken in 20 employees from the Human resource department in Samsung company private limited, Nagpur.

Data collection Survey questionnaires: Behaviour, belief and observation of specific groups are identified, reported and interpreted.

57

Development of Hypothesis

Hypothesis is usually considered as the principle instrument. Its main function is to suggest new experiment and observation. In fact many experiments are carried out with the deliberate object of testing HYPOTHESIS. In general it is taken as a proposal to accept something as true. It may prove to be correct or incorrect. So after defining the objective and having good literature survey.

I set the hypothesis for my research project as – The training and development program adopted by Samsung Company helps to improve employee's performance and simultaneously fulfil organisation objectives. Training and development activities conducted by Samsung Company are effective and the employees are better performers after the training is imparted.

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Data interpretation and data analysis

1. Your organisations consider training as a part of organisational strategy. do you agree with this statement? No. of

Strongly

employees

agree

20

08

Agree

Disagree

Somewhat agree

10

1st Qtr

01

2nd Qtr

5%

3rd Qtr

01

4th Qtr

6%

40%

49%

According to above data, from 100% employees 49% employees considers training as a part of firm's strategy 40% employees strongly agree with the statement 5% employees disagree with the statement 6% employees somewhat agree with the statement

2. To whom the training is given more?

59

No. of

New staff

Junior staff

Senior staff

employees 20

Based on requirement

08

02

1st Qtr

08

2nd Qtr

3rd Qtr

02

4th Qtr

6%

42% 42%

10%

According to above data out of 100% employees 42% employees are new staffs is given training 42% employees are senior staff are given training 10% employees are junior staff are given training 6% employees are given training based on requirement.

3. What are the barriers of training and development in your firm?

60

No. of

time

Lack of

employees

money

interest

Non availability of skilled trainer

20

07

08

1st Qtr

03

2nd Qtr

3rd Qtr

02

4th Qtr

6% 16% 36%

42%

According to above data 100% of employees 36% employees consider time as a barrier in the training 42% employees consider lack of interest as barrier 16% employees consider money as barrier 6% employees consider non availability of skilled trainer as barrier

4. What mode of training method is used in a firm?

61

No. of

Job relation

employees 20

06

1st Qtr

Conference/

External

Programmed

discussion

training

instructions

08

03

03

2nd Qtr

3rd Qtr

4th Qtr

15% 30% 15%

40%

according to above data from 100% employees 30% employees said job relation is use as a mode of training 40% employees said conference/discussion is use as a mode of training 15% employees said external training is done 15% employees said programmed instruction is use as training

5. Training and development sessions conducted in your firm are useful

62

No. of

Strongly

employees

agree

20

05

agree

disagree

Somewhat agree

13

1st Qtr

01

2nd Qtr

5%

3rd Qtr

01

4th Qtr

6% 25%

64%

According to above data from 100% employees 25% employees strongly agree with the statement 64% employees agree with the statement 5% employees disagree with the statement 6% employees somewhat agree with the statement

6. How long does it take to implement the trained process?

63

No. of

Less than 1

employees

month

20

05

1-2month

2-4 month

More than 4 month

12

1st Qtr

03

2nd Qtr

3rd Qtr

00

4th Qtr

6% 23%

14%

57%

According to above data from 100% employees 23% employees said it took less than 1 month 57% employees said it took 1-2 month 14% employees said it took 2-4 month 6% employees said it took more than 4 months

7. How well the work place of training is physically organised?

64

No. of

excellent

Good

bad

Average

13

05

01

01

employees 20

1st Qtr

2nd Qtr

5%

3rd Qtr

4th Qtr

6%

25%

64%

According to above data from 100% employees 64% employees says workplace for training is organised excellent 25% employees says workplace for training is organised good 6% employees says workplace for training is organised average 5% employees says workplace for training is organised bad

9. What are the conditions that has to be improve while training sessions?

65

No. of

Redesign of

Remove

Reorganise

employees

job

interference

the workplace information

20

11

03

02

1st Qtr

2nd Qtr

3rd Qtr

04

4th Qtr

7% 12%

17% 64%

According to above data out of 100% employees 64% employees say need to redesign of job 17% employees say need to remove interference 12% employees say need to reorganise workplace 7% employees say need to upgrade information

10. What are the general complaints about the training sessions?

66

Upgrade

No of

Time waste

employees

20

14

Gap between

Training

Training

sessions

session are

sessions are

unplanned

boring

01

01

04

1st Qtr

2nd Qtr

5%

3rd Qtr

4th Qtr

6%

20%

69%

According to above data from 100% employees 69% employees have complaint time wastage during training 20% employees have complaint of too many gaps between sessions 5% employees have complaint that training sessions are unplanned 6% employees have complaint that training sessions are boring

11. The time duration for training period is?

67

No. of

sufficient

manageable

employees 20

13

05

1st Qtr

2nd Qtr

5%

To be

To be

extended

shortened

01

01

3rd Qtr

4th Qtr

6%

25%

64%

According to above data from 100% employees 64% employees says the time duration for training is sufficient 25% employees says that time duration for training is manageable 5% employees says that time duration for training is to be extended 6%employees says that time duration for training is to be shortened

12. Have you come across any problem during training session in your firm?

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No. of employees

yes

no

20

3

17

1st Qtr

2nd Qtr

15%

85%

According to above data from 100% employees 15%employees says that they have experience problem during training 85% employees say they do not experience any problem during training sessions.

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Conclusion On the basis of the analysis made, the following conclusions are drawn: 

Maximum trainees are working in the organization for more than five years.



75% of employees are aware of the company’s vision and mission.



Maximum of employees finds healthy environment at the work place.



Maximum said that they get help whenever they required.



All the employees are satisfied with the training and development program given to them.



The training and development program given to employees is completely successful in improving once understanding about the requirement and responsibility of joy.



The training program has helped in developing skills of employees.



After attending the training program most of the workers find their attitude better towards the job.



Maximum employees find cooperation between the management and the workers.



More than half number of employees said that all the employees are treated similarly without bias and prejudice.

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Recommendation The training evaluation process has the potential to provide useful information to multiple stakeholder groups. By an effective training evaluation process, an organization can obtain the information to improve both training program delivery and business performance, creating opportunities for continues organizational improvement. Different types of behavioural training programs should be organized in or outside the company so that the executives are more efficient and effective in their work. Behavioural training programs such as control your destiny, work-life balance, leadership for success, mind Enovation, managing changes, organizational decline and turn around management process. Attitude for excellence, creativity and Enovation managing for result, ethical decision making time management, creative conflict management, team building. Commitment to staff training and professional development s the company purpose of ―bringing knowledge to life‖ and the core value of ―lifelong learning‖ for workers. Too efficiently and effectively achieves a high level of excellence in line with the mission and vision, the company relies on a highly skilled, highly motivated Staff. Recognizing the need for an organized approach to workers training and development on an equitable basis for all workers in the company regardless of the unit/department, the company is committed to the and promotion of activities and funding to achieve this goal. This investment ensures that the staffs develops both personally and professionally so they have and retain workers who performs at the highest standards and respond correctively to change within the department, the company.

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Bibliography

Books referred Personnel and human resource management by P. Subba Rao Personnel management by C.B Mamoria Human resource and personnel management by K.Aswathappa Human resource management by Anjali Ghanekar Human resource management by T.N Chhabra

Websites www.google.com www.wikipidia.com www.samsung.com.in

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Samsung India Private Ltd. Nagpur.

Questionnaire

Personal details: Name: Age: Gender:

1. Your organisation considers training as a part of organisational strategy. do you agree with this statement? Strongly agree Agree Disagree Somewhat agree

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2. To whom training is given more in your organisation? New staff Junior staff Senior staff Based on requirement

3. What are the barriers to training and development in an organisation? Time Lack of interest Money Non availability of skilled trainer

4. What mode of training is normally used in your organisation? Job relation Conference / discussion Programmed instructions External training

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5. Training and development programmed conducted in your organisation are useful? Strongly agree Agree Disagree Somewhat agree

6. How long does it take to implement the trained process? Less than 1 month 1-2 months 2-4months More than 4 months

7. How well the work place of training is organised? Excellent Good Bad Average

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8. What training do you need to make your career aspirations come true? Formal meeting Leadership External degree study Other (specify)

9. What are the conditions that have to be improved during training sessions? Re organise the job Re organise the workplace Upgrade the information of Material given during training

10. What are the general complaints about training sessions? Take away precious time of workers Too many gaps between sessions Training sessions are unplanned Boring and not useful

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11. The time duration given for the training period is? Sufficient Manageable To be extended To be shortened

12. Have you ever come across any problem during training session in your firm? Yes No

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