A

PROJECT REPORT

ON

EFFECTIVENESS OF

TRAINING AND DEVELOPMENT

FOR

VARROC POLYMER LTD. RANJANGAON

PUNE

SUBMITTED TO UNIVERSITY OF PUNE

IN PARTIAL FULFILLMENT OF 2 YEARS FULL TIME COURSE

BACHALOR OF BUSINESS ADMINIDRATION (BBA)

SUBMITTED BY

KRISHNA ABASAHEB RATHOD

(BATCH 2021-2024)

C.T. BORA COLLEGE SHIRUR

SHIRUR (DIST.:PUNE)

Pune-412 220

1
 DECLARATION

I undersigned honestly declare that, this project titled “EFFECTIVENESS OF

TRAINING AND DEVELOPMENT” for Varroc Polymer Ltd. Is genuine benefice
project prepared by me and submitted to the Dr. [Link] C.T. BORA
COLLEGESHIRUR,Shirur, Pune-412 220 in partial fulfillment of BBA.

The project work is original and conclusions drawn here in are based on the data
collected by myself.

To the best of my knowledge, the batter presented in this project has not been
submitted for Award Of any degree, diploma or membership either to this or any
other Institute or University.

Date:

Place: Signature

( Krishna A Rathod)

2
 ACKNOWLEDGEMENT

At Varroc Polymer Ltd., I would like to express my sincere thanks to

Mr. Anand Pathak [H.R. Manager] for providing me an excellent opportunity to
carry out my Project Training in Human Resource Department.

I earnestly express my deep gratitude to Mr. Krishna Rathod for her co-
operation, support & for providing me all the necessary information during the
course of fulfilment of my project.

I gratefully acknowledge my obligation and my Project Guide, Dr. [Link].

who have been instrumental in materializing this work with her knowledge,
guideline & support.

At last I would like to express my gratitude towards My Family & Friends for
valuable guidance, support & generous help extended to me at every turn.

Krishna Rathod

3
Serial No Topic Page No

1 Introduction to the Project 1-2

2 Theoretical Background 3-9

3 Company Profile 10-14

4 Research Methodology 15

5 Data Analysis and Interpretation 16-35

6 Findings 36

7 Suggestions 37

8 Conclusion 38

9 Bibliography 39

10 Annexure 40

4
INTRODUCTION TO THE PROJECT

Employee training tries to improve skills, or add to the existing level of knowledge so that
employee is better equipped to do his present job, or to prepare him for a higher position with
increased responsibilities. However individual growth is not and ends in itself. Organizational
growth need to be measured along with individual growth. Training refers to the teaching
/learning activities done for the primary purpose of helping members of an organization to
acquire and apply the knowledge skills, abilities, and attitude needed by that organization to
acquire and apply the same. Broadly speaking training is the act of increasing the knowledge
and skill of an employee for doing a particular job.

In today’s scenario change is the order of the day and the only way to deal with it is to learn
and grow. Employees have become central to success or failure of an organization they are
the cornucopia of ideas. So it high time the organization realize that “train and retain is the
mantra of new millennium.”

Objectives of the study:

Primary Objectives:

The objective of the study of training policies in Varroc Polymers is to study the
impact of training on the overall skill development of workers.

Secondary Objectives:

 To examine the effectiveness of training in overall development of skills of

workforce.

 To examine the impact of training on the workers.

 To study the changes in behavioral pattern due to training.

 To measure the differential change in output due to training.

SCOPE OF THE STUDY

The scope of the study covers in depth, the various training practices, modules,
formats being followed and is limited to the company Varroc Polymer and its
employees. The different training programmes incorporated/facilitated in Varroc
Polymer through its faculties, outside agencies or professional groups. It also judges
the enhancement of the knowledge & skills of employees and feedback on its
effectiveness.

5
LOCATION

Varroc Polymer Ltd

Pune.

DURATION OF PROJECT
2 Months

PROJECT METHOD USED

To accomplish the project around 75 employees of Varroc Polymer were surveyed

and interviewed. The core purpose of the survey was to find out employee perspective
towards the training that are given to them. An interview based on a questionnaire to
know what does the employee feels in general towards its own organization and
training methods used. The idea behind the study is to adopt the best practices and
eliminate the pitfalls of the system. The project is an approach as how to give
feedback on training method effectiveness in meeting the objectives of the
organization.

EXECUTIVE SUMMARY

Every organization needs to have well trained and experienced people to perform the
activities that have to be done. If current or potential job occupants can meet this
requirement, training is not important. When this not the case, it is necessary to raise
the skill levels and increase the versatility and adaptability of employees.
It is being increasing common for individual to change careers several times during
their working lives. The probability of any young person learning a job today and
having those skills go basically unchanged during the forty or so years if his career is
extremely unlikely, may be even impossible. In a rapid changing society employee
training is not only an activity that is desirable but also an activity that an organization
must commit resources to if it is to maintain a viable and knowledgeable work force.
How the evaluation should be done and how effective is the training all together.
Some of the companies practicing training in unique manner a lesson for other to
follow as to how to train and retain the best resource in the world to reap the best out
of it.

6
THERIOTICAL BACKGROUND

TRAINING

Training is concerned with imparting developing specific skills for a particular

purpose.
Training is the act of increasing the skills of an employee for doing a particular job.
Training is the process of learning a sequence of programmed behavior.
In earlier practice, training programme focused more on preparation for improved
performance in particular job. Most of the trainees used to be from operative levels
like mechanics, machines operators and other kinds of skilled workers. When the
problems of supervision increased, the steps were taken to train supervisors for better
supervision.

DEVELOPMENT

Management development is all those activities and programme when recognized and
controlled have substantial influence in changing the capacity of the individual to
perform his assignment better and in going so all likely to increase his potential for
future assignments. Thus, management development is a combination of various
training programme, though some kind of training is necessary, it is the overall
development of the competency of managerial personal in the light of the present
requirement as well as the future requirement.
Development an activity designed to improve the performance of existing managers
and to provide for a planned growth of managers to meet future organizational
requirements is management development.

7
Training Process

1. Need Analysis :
This phase consist of training need assessment, job analysis, and target
audience analysis.
2. Planning And Design :
This phase consist of setting goal of the learning outcome, instructional
objectives that measures behavior of a participant after the training, types of
training material, media selection, methods of evaluating the trainee, trainer
and the training program, strategies to impart knowledge i.e. selection of
content, sequencing of content, etc.
3. Development :
This phase translates design decisions into training material. It consists of
developing course material for the trainer including handouts, workbooks,
visual aids, demonstration props, etc, course material for the trainee including
handouts of summary.
4. Execution:
Implement the program by actually training the targeted employee group.
This phase also focuses on logistical arrangements, such as arranging
speakers, equipments, benches, podium, food facilities, cooling, lighting,
parking and other training accessories.
5. Evaluation :
The purpose of this phase is to make sure that the training program has
achieved its aim in terms of subsequent work performance. This phase consists
of identifying strengths and weaknesses and making necessary amendments to
any of the previous stage in order to remedy or improve failure practices.

8
Competency Mapping and Training Need Identification

Determination of desired competencies of each employee once

in year & as & when change in the organizational requirements

Review possessed competencies in discussion with individual & HOD

Compilation of the training needs

Preparation of annual training plan

Review training calendar & decide faculty (Inhouse or outhouse)

NO
Is faculty Follow on the job
training procedure
Inhouse YES
?
If outside agencies are involved source out suitable faculties

Impart the training as per the plan

Obtain training feedback forms from participants

Compilation & analysis of training feedback forms

NO Change the
Is training faculty faculty & conduct
efficient to deliver the program again
needs? Avg rating should
be min 80%
YES

Update training history card of the employee

Evaluate effectiveness of training for each participant as per frequency

NO
Is effectiveness of Retraining
participants is
OK?
YES
9
Process END
Instructions for filling competency and training gap identification:

 This assessment is a judgment to be filled up by superior in discussion with

the concern.
 For the new employed person competency mapping will be done after six
month of joining date and will be recruited on the basis of desired
competency.

Interpretation of Gaps:
Each competency to be rated for desired and possessed level as follow:

Beginners - To be rated in the scale of 0 to 2.

Intermediate - To be rated in the scale of 3 to 5.
Competent - To be rated in the scale of 6 to 8.
Expert - To be rated in the scale of 9 to 11.

Gaps:

0 - No training required.
1 to 2 - This gap can be bridged through routine exposure & practice.
No special training required.
3 to 5 - Formal training is required.
6 or more - To be treated as incompetent.

10
General Benefits from Employee Training and Development

 Increased job satisfaction and morale among employees

 Increased employee motivation
 Increased efficiencies in processes, resulting in financial gain
 Increased capacity to adopt new technologies and methods
 Increased innovation in strategies and products
 Reduced employee turnover
 Enhanced company image, e.g., conducting ethics training
 Risk management, e.g., training about sexual harassment, diversity training

Typical Topics of Employee Training

Communications: The increasing diversity of today's workforce brings a wide

variety of languages and customs.

Computer skills: Computer skills are becoming a necessity for conducting

administrative and office tasks.

Customer service: Increased competition in today's global marketplace makes it

critical that employees understand and meet the needs of customers.

Diversity: Diversity training usually includes explanation about how people have
different perspectives and views, and includes techniques to value diversity

Ethics: Today's society has increasing expectations about corporate social

responsibility. Also, today's diverse workforce brings a wide variety of values and
morals to the workplace.

Human relations: The increased stresses of today's workplace can include

misunderstandings and conflict. Training can allow people to get along in the
workplace.

Quality initiatives: Initiatives such as Total Quality Management, Quality Circles,

benchmarking, etc., require basic training about quality concepts, guidelines and
standards for quality, etc.

Safety: Safety training is critical where working with heavy equipment, hazardous
chemicals, repetitive activities, etc., but can also be useful with practical advice for
avoiding assaults, etc.

Sexual harassment: Sexual harassment training usually includes careful description

of the organization's policies about sexual harassment, especially about what are
inappropriate behaviors.

11
Training Plays The Following Roles In An Organization

1) Increase in efficiency: Training plays active role in increasing efficiency of

employees in an organization. Training increases skills for doing a job in better
way. Though an employee can learn many things while he is put on a job, but he
can do much better if he learns how to do the job. This becomes more important
specially in the context of changing technology because the old method working
may not be relevant.

2) Increase in morale of employees: - Morale is a mental condition of an individual

or group, which determines the willingness to cooperate. High morale is evidenced
by employee enthusiasm voluntary conformation with regulations and willingness
to cooperate with others to achieve organizational objectives. Training increases
employee morale by relating their skills with their job requirements. Trained
employees can see job in more meaningful ways because they are able to relate
their skills with job.

3) Reduced Supervision: Trained employees require less supervision. They require

more autonomy and freedom. Such autonomy and freedom can be given if the
employees are trained properly to handle their jobs without the help of supervision.

4) Increased organizational viability and flexibility: Trained people are necessary

to maintain organizational viability and flexibility. Viability relates to survival of
the organization during bad days, and flexibility relates to sustain its effectiveness
despite the loss of its key personnel and making short-term adjustment with the
existing personnel. Such adjustment is possible if the organization has trained
people who can occupy the positions vacated by key personnel.

12
Methods Of Training

No simple formula defines the form of training to be used for a given purpose. The
skills needs of operatives, the size and traditions of the company, the abilities of
trainers, the time and the money available for training and the experience of the
company about the training activities that have been carried on in the past, will affect
the type of training that will be most successful in a given situation.

1) On- the- job training – The most important type of training is On- the job
training. The experience of actually doing something makes a lasting impression
and has a reality that other types of training cannot provide. The worker in this
method learns to master the operations involved on the actual job situation under
the supervision of his immediate boss. Some important advantages of this type of
training are as follows :-
a) It can be learned in a relatively short period of time, say, a week or two.
b) It is highly economical.

2) Vestibule Training: - This method attempts to duplicate on the job situation in a

company classroom training, which is often imparted with the help of equipment
and machines, which are identical with those in use in the place of work. It is very
efficient method of training semiskilled personnel, particularly when many
employees have to be training for the same kind of work.

3) Learning by seeing or demonstration method :- In this method , the trainer

describes and display something ,as when he teaches an employee how to do
something by actually performing the activity himself and by going through step
by step explanation of “why” and “how” he is doing .
Demonstration are very effective in teaching because it is much easier to show a
person how to do a job then ask him to gather instructions from the reading
materials, discussion etc.

4) Simulation: - Simulation is a technique, which duplicates, as nearly as possible,

the actual conditions encountered on the job. The training is essential in cases
which actual on the job practice might result in a serious injury, a costly error, or
the destruction of valuable materials or resources.

5) Class-room or off-the-job training: - “Off-the job” training is not a part of

every day job activity. The actual location may be in the company classroom or in
places which are owned by the company.
These methods consists of :-
· Lectures
· Conferences
· Group discussions
· Case studies
· Role-playing

13
COMPANY PROFILE

14
In the late eighties, as India opened up to liberalization, international companies and
markets started looking at India with renewed interest.

Amongst other industries, major international automobile and consumer durable

companies saw India as a promising business destination and set up state-of-art
manufacturing plants here.

Varroc Group saw a vast potential in the automobile industry and focused on manufacturing
and supplying of different components as well as setting up subassemblies for the booming
automobile, consumer durable and white goods industry.

Varroc created three distinct divisions that would supply quality products to match global
standards.

 Polymer Division
 Electrical Division
 Metallic Division

To manage growth in a highly competitive business environment, Varroc follows the

principles of

 Strong Leadership
 Positive Work Environment
 Financial Discipline

Varroc's success stems from continuous improvements in

 Quality
 Cost Innovation
 Delivery
 Service
 Speed

Varroc is focusing on three critical areas that give it world-class status

 Efficiency
 Innovation
 Reliability

Mission Statement

15
“To be the Best & Favorable Integrated Module supplier to OEMs Globally”

Core Values
Passion , Humanity , Sincerity , Integrity & Self discipline

16
Organization Chart : Best view in 200% zoom.

Organisation Chart – Varroc Group

Varroc Group
Tarang J ain - MD

Electrical Business Metallic Business Business

Group Group. Development Corporate
Polymer Business Group Product Group Head Ashok Chandak Support
S. N. Patil [Link] Ram Parthasarathy Sr. V.P - Business Functions
Sr. V.P- Operations V.P-Operations Sr. V.P - Operations Development

GM Works Sr Manager Opns. GM Exports

Vineet Tyagi. [Link] Deepak Kumar Nagesh Nadig
Naveen K VP- Corporate
Singh Finance
WP-I Sr. Manager
PP-I Veerapan GM Marketing
PP-IV (NBG)
[Link] Ram
DGM. [Link]. Works
Parthasarathy
[Link] Srikant Kund WP-II
Sr.V.P-Special
Projects & HR
GM Mktg.
WP-III Sr. Mgr-Works (Bajaj)
PP-II Anoop Sharma
GM Works M. [Link]
[Link]
Satish Dingre GM- Corporate
-Mgr. Works -DGM
Materials
[Link] - A Y Darade WP-IV

DIPL
Sr. GM- Opns.
Sanjay Sachdev
GNP1 MHPL J .[Link]
GM- Legal

- DGM TDC
-[Link] [Link] PP-III
Raj K. Singh AVP [Link]
Sushant J ain GM-HR
DGM
TDC Murli Menon
BINOLA WP-V
Yogesh
VLPL Sr. Manager- Dhadwal
Works DGM -I T
Raj Srivastava

Polymer Division

Electrical Division WP-VI I

Metallic Division

Business Development

Corporate Support
Functions

17
Product Range:
• Interior & Exterior Trims

• Underbody/HVAC Parts

• Radiator/ Engine Parts

• Inj. Molded Plastic & rubber components.

• Mirror assembly & Mirror Plates

• Air Cleaner Assy.

• Foam Pad & Seating System Assy.

• Molding for White Good & consumer electronic components

• Series Moulds & Pre production Moulds

18
List of Customers:

Branches & Offices:

 VPL-II, Pune
 VPL-I, Pune
 Aurangabad Plant III
 Aurangabad Plant IV
 Varroc Elastomers
 NCR-Delhi Plant I
 NCR-Delhi Plant II
 Pantnagar Plant

19
Historical development of Company:

20
 VARROC GROUP : SALES

450

400
400

350

300
300

250
210
200

146
150

94
100
64
50 41
24 30

0
99-00 00-01 01-02 02-03 03-04 04-05 05-06 06-07(P) 07-08(P)

21
 RESEARCH METHODOLOGY

Meaning of Research:-
Research as “the manipulation of things, concepts of symbols for the purpose of generalizing
to extend, correct or verify knowledge, whether that knowledge aids in Construction of theory
or in the practice of an art.”

Descriptive Study:
Descriptive study will be carried out to know the actual Training and Development method
being followed at company. The knowledge of actual training and development process is
needed to document the process and suggest improvements in the current system to make it
more effective. The tools used to carry out Descriptive study included both monitoring and
Interrogation.

Sample Selection :
To understand the training and development scenario at Varroc Polymer and what the
trainee really feels about the training they have undergone and further what kind of
training they look for. Do they really look for any kind of training or not? To study the
above aspect we covered almost about 75 people from almost all the department at of the
company.

Sampling Method : Random sampling.

Sample Area:
Varroc Polymer Ltd, Pune.

Primary data collected through questionnaires and informal interviews.

Secondary data collected through magazines, journals, websites, and other

corporate publications.

Research has shown specific benefits that a small business receives from training and
developing its workers, including:
22
  Increased productivity.
 Reduced employee turnover.
 Increased efficiency resulting in financial gains.
 Decreased need for supervision.

DATA ANALYSIS AND INTERPRETATIONS

Q [Link] the time of joining have you under gone any training program?

Response No. Of Respondents Percentage

Yes 49 65

No 26 35

Total 75 100

Interpretation :

The above graph indicates that

 65% of employees had under gone training at the time of joining
 35% of employees had not under gone training at the time of joining.

23
Q.2 Are organizational issues, such as mission, objectives, considered in training
needs?

Response No. Of Respondents Percentage

Yes 45 60

No 30 40

Total 75 100

Interpretation :

The above graph indicates that

 60% employees says organizational issues, such as mission, objectives, are
considered in training needs.
 40% employees says organizational issues, such as mission, objectives, are not
considered in training needs.
24
Q [Link] is regularly tracked & measured?

Response No. Of Respondents Percentage

Yes 41 55

No 34 45

Total 75 100

Interpretation :

The above graph indicates that

 65% employees says that performance is regularly tracked & measured in
organization.
 45% employees says that performance is regularly tracked & measured in
organization.

25
Q [Link] measures are mutually agreed on & discussed by both the employee
and supervisor?

Response No. Of Respondents Percentage

Yes 44 58

No 31 42

Total 75 100

Interpretation :

The above graph indicates that

 58% employees said performance measures are mutually agreed on &
discussed by both the employee and supervisor.
 42% employees said performance measures are mutually not agreed on &
discussed by both the employee and supervisor.

26
Q [Link] your company identifies the training needs for employee?

Response No. Of Respondents Percentage

Yes 47 62

No 28 38

Total 75 100

Interpretation :

The above graph indicates that

 62% employees says company identifies the training needs for employee.
 38% employees says company don’t identifies the training needs for
employee.

27
Q 6.A variety of training & development programs are offered to improve your skills?

Response No. Of Respondents Percentage

Yes 41 55

No 34 45

Total 75 100

Interpretation :

The above graph indicates that

 55% of employees said that variety of training & development programs are
offered to improve skills of employees.

 455% of employees said that variety of training & development programs are
not offered to improve skills of employees.

28
 Q [Link] new technologies, processes, products, services, market changes and
community needs considered in assessing training needs?

Response No. Of Respondents Percentage

Yes 51 68

No 24 32

Total 75 100

Interpretation :

The above graph indicates that

 68% of employees said that new technologies, processes, products, services,

market changes and community needs considered in assessing training needs.

 32% of employees said that new technologies, processes, products, services,

market changes and community needs are not considered in assessing training
needs.

29
 Q [Link] completion of your training course, does your controlling authority
interacts with you?

Response No. Of Respondents Percentage

Yes 42 56

No 33 44

Total 75 100

Interpretation :

The above graph indicates that

 56% of employees said that after completion of training course controlling

authority interacts with employee.

 44% of employees said that after completion of training course controlling

authority don’t interacts with employee.

30
Q [Link] feedback of employee has been taken after training program? Has your
suggestions been considered and implemented?

Response No. Of Respondents Percentage

Yes 56 75

No 19 25

Total 75 100

Interpretation :

The above graph indicates that

 75% of employees said that feedback of employee has been taken after
training program.

 25% of employees said that feedback of employee has been not taken after
training program.

31
[Link] Organization considers training as a part of organizational strategy.
Do you agree with this statement?

Response No. Of Respondents Percentage

Agree 39 52

Disagree 3 4

Partly Agree 12 16

Can’t Say 21 28

Total 75 100

Interpretation:-
The above graph indicates
 52% of employees agree that Organization considers training as a part of
organizational strategy.
 4% of employees disagree that Organization considers training as a part of
organizational strategy.
 16% of employees partly agree that Organization considers training as a part
of
organizational strategy.
 28% of employees cant say that Organization considers training as a part of
32
 organizational strategy.
Q 11. How many training programmes will you attend in a year?

Response No. Of Respondents Percentage

Less than 10 42 56

10-20 14 18

20-40 11 15

More than 40 8 11

Total 75 100

Interpretation:-
The above chart indicates that
 56% of employees said that less than 10 training programmes are held in the
organization.
 18% of employees said that 10-20 training programmes are held in the
organization.
 15% of employees said that less than 20-40 training programmes are held in
the
organization.
 11% of employees said that less than more than 40 training programmes are
held in the organization.

33
Q 12. To whom the training is given more in your organization?

Response No. Of Respondents Percentage

Senior staff 6 12

Junior staff 9 20

New staff 18 24

Based on requirement 42 55

Total 75 100

Interpretation:-
The above chart indicates that
 12% of employees said that the training is given to senior staff in
organization.
 20% of employees said that the training is given to junior staff in organization
 24% of employees said that the training is given to new staff in organization.
 56% of employees said that the training is given on the basis of requirement in
organization.

34
Q 13. What are all the important barriers to Training and Development in
your organization?

Response No. Of Percentage

Respondents

Time 15 20

Money 12 16

Lack of interest by staff 18 24

Non-availability of skilled trainer 30 40

Total 75 100

Interpretation:-
The above graph indicates that
 20% of employees thinks that the important barriers to Training and
Development in the organization is time.
 16% of employees thinks that the important barriers to Training and
Development in the organization is money.
 24% of employees thinks that the important barriers to Training and
Development in the organization is lack of interest of staff.
 40% of employees thinks that the important barriers to Training and

35
 Development in the organization is Non-availability of skilled trainers.
Q [Link] mode of training method is normally used in your organization?

Response No. Of Percentage

Respondents

Job rotation 15 20

External training 12 16

Conference/discussion 18 24

Programmed instruction 30 40

Total 75 100

Interpretation :

The above graph indicates that

 20% employees said that job rotation training method is normally used in
organization.
 16% employees said that external training method is normally used in
organization.
 24% employees said that conference training method is normally used in
organization.
 40% employees said that programmed instruction training method is normally
used in organization.

36
Q 15. The training sessions conducted in your organization is useful. Do you
agree with this statement?

Response No. Of Respondents Percentage

Strongly agree 45 60

Agree 15 20

Somewhat 15 20

Disagree 0 0

Total 75 100

Interpretation:-
The above graph indicates that
 60% of employees strongly agree that the training sessions conducted in the
organization is useful.
 20% of employee agree that the training sessions conducted in the
organization is useful.
 20% of employees somewhat agree that the training sessions conducted in the
organization is useful.
 0% of employees disagree that the training sessions conducted in the
organization is useful.

37
Q 16. How well the workplace of the training is physically organized?

Response No. Of Respondents Percentage

Excellent 30 40

Good 30 40

Average 11 15

Bad 4 5

Total 75 100

Interpretation :

The above graph indicates that

 40% of employees said that the workplace of the training is excellently organized.

 40% of employees said that the workplace of the training is good.

 15% of employees said that the workplace of the training is average.

 5% of employees said that the workplace of the training is badly organized.

38
Q 17. What Training and Development do you need to make your career
aspirations to come true?

Response No. Of Respondents Percentage

Leadership training 19 25

External Degree Study 30 40

Formal meeting 11 15
procedures

Others 15 20

Total 75 100

Interpretation :

The above graph indicates that

 25% of employees said that leadership training is required to make employees

career aspirations to come true.

 40% of employees said that external degree study is required to make

employees career aspirations to come true.

 15% of employees said that formal meeting procedure is required to make

employees career aspirations to come true.

 20% of employees said that other methods are required to make employees
career aspirations to come true
39
Q. 18 What are the conditions that have to be improved during the training sessions?

Response No. Of Respondents Percentage

Re-design the job 6 8

Remove interference 30 40

Re-organize the work 5 6

place

Technical training 15 20

Management training 11 15

Presentation skill 4 5

Upgrade the information of 4 6

the material given during
training

Total 75 100

Interpretation :

The above graph indicates that interference should be removed to improve training
sessions.

40
Q19. What are the general complaints about the training session?

Response No. Of Respondents Percentage

Take away precious time 19 25

of employees

Too many gaps between 30 40

the sessions

Training sessions are 11 15

unplanned

Boring and not useful 15 20

Total 75 100

Interpretation:-
The above graph indicates that
 25% of employees said that training take away precious time of employees.
 40% of employees said that there are too many gaps between the training
sessions.
 15% of employees said that training sessions are unplanned.
 20% of employees said that the training sessions are boring and not useful.

41
Q 20 The time duration given for the training period is?

Response No. Of Respondents Percentage

Sufficient 22 30

To be extended 30 40

To be shortened 8 10

Manageable 15 20

Total 75 100

Interpretation :

The above graph indicates that

 30% of employees said that time of training sessions is sufficient.

 40% of employees wants to extend time of training sessions.

 40% of employees wants to shorten time of training sessions.

 40% of employees said that time of training sessions is manageable.

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FINDINGS

 100% of employees agreed upon necessity of training.

 The training programme provided by Varroc Polymer Pvt. Ltd is

satisfactory for the employees.

 The employees feel the training programmes are mostly useful to the job.

 The training given by the organization is applicable to an extent.

 The overall observation level of training of employee is satisfactory.

 Majority of respondents agreed regarding multi skill training, which leads

to effective manpower utilization.

 The quality and effect of the training programme in Varroc Polymer is fair.

 Most of the employees give feedback of their training to their boss.

 The objective of the training was fulfilled to an extent.

 Maximum employees wants to extend time of training sessions.

 There are too many gaps between the training sessions.

 Training is given to employees on the basis of requirement in organization.

SUGGESTIONS
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  The maximum emphasis is given to job instruction methods where the
trainee are made to understand their job thoroughly and the role they are
going to play in performing their job.

 The trainee fill the feedback form and from time to time test are conducted
to know the gauge the effectiveness of training to employee to check their
memory if they retain anything or not.

 Training regarding use of safety equipments, it should be made compulsory

for all the employees for their protection.

 The training program should be conducted more frequently. Modern relevant

technique should be covered for increasing the training programs.

 The training circular form can also include a brief introduction about the
subject for which the training programme has been organized so that the
participants are able to understand the topics being covered in the training
programme in advance.

 A company should implement their training programmes in a manner that

100% of their employees agree that their personal growth increases with
training and development.

CONCLUSION

44
The objective of the project was to know, understand, analyze and evaluate the
training and development system practiced in Varroc Polymer Pvt. Ltd. Study was
been made on that connection. The project was made over a period of two months. I
conclude as follows:

Varroc Polymer tries to practice the best HR practices to keep its employees happy.
Knowledge is been provided in theoretical as well as practical way to make overall
development of the employees.

On the basis of this survey and the analysis done almost all the employees appear to
be satisfied with training and development system followed by Varroc Polymer, but
still there needs to be an improvement on some of the factors such as development
and evaluation of employees.

Here by, I conclude that overall system followed at Varroc Polymer is satisfactory in
total.

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BIBLIOGRAPHY

[Link]

[Link]

[Link]

[Link]

Questionnaire

46
Name of Employee:

Designation:

Department:

1) At the time of joining have you under gone any training program?

Yes

No

2) Are organizational issues, such as mission, objectives, considered in training needs?

Yes

No

3) Performance is regularly tracked & measured?

Yes

No

4) Performance measures are mutually agreed on & discussed by both the employee and
supervisor?

Yes

No

5) Does your company identifies the training needs for employee?

Yes

No

6) A variety of training & development programs are offered to improve your skills?

Yes
No

7) Are new technologies, processes, products, services, market changes and community needs
considered in assessing training needs?

Yes

No

8) After completion of your training course, does your controlling authority interacts with
you?

47
 Yes

No

9) Does feedback of employee has been taken after training program? Has your suggestions
been considered and implemented?

Yes

No

10) Your Organization considers training as a part of organizational strategy.

Do you agree with this statement?

Strongly agree

Agree

Somewhat agree

Disagree

11) How many training programmes do you attend in a year?

Less than 10

10-20

20-40

More than 40

12) To whom the training is given more in your organization?

Senior staff

Junior staff

New staff

Based on requirement

13) What are all the important barriers to Training and Development in your organization?

48
Time

Money

Lack of interest by the staff

Non-availability of skilled trainer

14) What mode of training method is normally used in your organization?

Job rotation

External training

Conference/discussion

Programmed instruction

15) The training sessions conducted in your organization is useful. Do you agree with this
statement?

Strongly agree

Agree

Somewhat agree

Disagree

16) How well the workplace of the training is physically organized?

Excellent

Good

Average

Bad

17) What Training and Development do you need to make your career

49
aspirations to come true?

Leadership training

External Degree Study

Formal meeting procedures

Other (Please Specify)

18) What are the conditions that have to be improved during the training

sessions?

Re-design the job

Remove interference

Re-organize the work place

Technical training

Management training

Presentation skill

Upgrade the information of the material given during training

19) What are the general complaints about the training session?

Take away precious time of employees

Too many gaps between the sessions

Training sessions are unplanned

Boring and not useful

20) The time duration given for the training period is?

50
Sufficient

To be extended

To be shortened

Manageable

21) Any suggestion to improve the training program?

51