CHAPTER 6. Conclusions, Suggestions and Recommendations. 6.1 Conclusions Overview

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1 CHAPTER 6 Conclusions, Suggestions and Recommendations 6.1 Conclusions Overview An effective training should contribute towards growth and development of employees competencies and motivation. If training has to be effective it has to be need-based, well-planned, evaluated, monitored and used. Both the line managers and the HRD staff contribute towards making training effective. There are reasons which make training programmes necessary. These reasons include performance problems, new technology, internal or external customer requests for training, job redesign, new legislation, and changes in customer preferences, new products, or employees lack of basic skills. Needs assessment gives outcomes about what trainees need to learn, who should receive training, the type of training, frequency of training, buying versus building training decision etc. Employees can learn best when they understand the objectives of the training program. These refer to the purpose and expected outcome of training activities. There may be objectives for each training session as well as overall objectives for the program. Training objectives based on the training needs analysis help employees understand why they need training. The research is based on making a comparative analysis of the effectiveness of training programmes in the Manufacturing as well as Information Technology Industries. 158

2 6.1.2 Induction Training It is observed that induction training is given enough importance in both Manufacturing as well as Information Technology industries and is well planned and is of sufficient duration. Training is also given in suitable batch sizes and provides opportunity for newcomers to learn comprehensively about the organization. The norms and values of the company are also explained during the induction training. It is although seen that new recruits find induction training useful to a certain extent. It is also seen that induction training is periodically evaluated and improved. However it is observed that senior managers do not take enough interest in spending time with the new recruits during the induction period Development of managerial capabilities It is seen that employees are helped to acquire technical knowledge and skills through training. It is also observed that manufacturing industries give more importance to developing competencies amongst its employees than Information Technology Industries. It is also evident that Manufacturing Industries are better at selecting employees for training programmes on the basis of carefully identified development needs as compared to Information Technology Industries. However creation of second line of leadership is not given adequate importance in both Manufacturing as well as Information Technology Industries Seriousness of training programmes Employees in the Manufacturing Industries take training more seriously as compared to employees in the Information Technology Industries. It is also seen that employees in the Manufacturing Industries participate more 159

3 in determining the training they need as compared to Information Technology Industries. Employees in the Manufacturing Industries have better clarity of objective of training in comparison to Information Technology Industries. This is possibly the case because Manufacturing Industries conduct briefing and debriefing sessions for employees selected for training programmes. However, it should be noted that the percentage of employees who totally agree towards determination of training needs are very less in number in both the type of industries Quality of training programmes Manufacturing Industries give more importance in selecting competent training faculty as compared to Information Technology Industries. The quality of training programmes is higher in Manufacturing Industries than in Information Technology Industries. It is also seen that employees returning from training in case of Manufacturing Industries are given adequate free time to reflect and plan improvements in the organization. This aspect of being able to implement the knowledge acquired during training programmes is not very prominent in case of Information Technology Industries. External training programmes are carefully chosen after collecting enough information about their quality and suitability in case of Manufacturing Industries. It is also observed that more effort is taken to choose the trainer in Manufacturing Industries as compared to Information Technology Industries Role of Senior managers in training programmes It is observed that senior line managers in Manufacturing Industries are keener on helping their juniors to develop through training and in providing the right kind of climate to implement new ideas and methods acquired by the juniors during training as compared to Information 160

4 Technology Industries. Possibly, as a result of this senior line managers utilize and benefit more from the training programmes attended by the juniors in Manufacturing Industries than in Information Technology Industries Training Policy Well-designed and widely shared training policies exist in both Manufacturing as well as Information Technology Industries. Training is provided to suit the needs of long term assignments and to understand workplace policies that affect the work environment. In case of Manufacturing Industries, realistic potential job related and career benefits are communicated before attending the training programmes. Training programmes in Manufacturing Industries also help in pursuing other jobs in the company. However, the number of employees who feel this way is not very large in number Training Budget Both the types of industries have sufficient training budget which increases in pace with the market trends. This indicates that the organizations keep aside enough money for conducting training programmes. It is also seen that the employees are aware of the training budget being assigned by the companies Upgrading Skills of employees Manufacturing Industries are seen to show more interest in providing training that upgrades employees skills which qualifies them for a job. Training is also provided towards understanding and implementing safety and health measures. But it is seen that in both the types of industries not adequate training is devoted to learn future job skills. Also training is not 161

5 customized according to the requirements of each individual in both the industries. Whereas it is based on needs, of a team, unit or division. Manufacturing Industries provides training spontaneously as a reaction to competitor s moves Administration of training Training is better planned and administered in case of Manufacturing Industries than in Information Technology Industries. Training helps to use new technology that the company would implement in future at the workplace in case of Manufacturing Industries as compared to Information Technology Industries Rewards and Incentives It is seen that rewards and incentives for performance after training are more in Manufacturing Industries than in Information Technology Industries. However the overall percentage of employees who agree to this in both the types of industries is very less. Though the overall number of the employees is not very pleasing, it is evident that employees in the Manufacturing Industries are respected and valued more than employees in the Information Technology Industries Development of Competency While employees in both the types of industries have an opinion that training aims at enhancing knowledge, more number of employees in Manufacturing Industries agree that training increases competency in performing a task and helps in improving the physical and mental ability to perform a task. 162

6 Relevance of training programme Very few employees in both the types of industries feel that training given after performance appraisal addresses the root cause of the performance problem. However the number of employees who feel this is a little more in Manufacturing Industries as compared to Information Technology Industries. This indicates that the there is a training gap between the needs analysis and actual implementation of the training programme Retention of training Manufacturing Industries give more scope to employees to practice what they are expected to do after the training programme as compared to Information Technology Industries. It is also seen that the instructions imparted during the training are retained more by the employees in the Manufacturing Industries than in Information Technology Industries. However it is seen that the number of employees who feel training is retained by the employees in both the types of industries is very less. It is also seen that the training methods used in the Manufacturing Industries are more appropriate than the training methods used in the Information Technology Industries. It is also seen that more employees in Manufacturing Industries impart the knowledge gained to other employees as compared to Information Technology Industries View of Training Managers Training managers agree to the direction of the Training and Development being determined by Human Resources and adjusted as needed and is based on a mission and a strategic plan. All training managers have agreed to the fact of training programmes being initiated after a need analysis has indicated that the programme is needed. According to training 163

7 managers training is given after systematically evaluating the skills and knowledge needed by the employees. Training plans are in consideration with employees requests for training and it is able to systematically derive from a thorough analysis of performance problem. Training is frequently and systematically pursued and performance is evaluated after the training is completed in most cases. It is also seen that cost of training and organizational development are accumulated by specific process components such as development and delivery. Also management s involvement in the training process is quite adequate and training staff s interaction with the line management is regular, to build relationships, as well as to develop and deliver programmes. Managers feel that training is an important resource that can be used to improve the organization s overall performance. Training is also seen to be able to make overall change in the organization as it involves a variety of programs being implemented. Training managers are also seen to be very assertive with the fact of results of training programmes being frequently disclosed to the trainers and the others being affected by it. The training function is not affected even during a business decline and over the period of last two years the training and development budget as a percent of operating expense has increased. But it is also seen that budgeting for training and education is based on previous year s budget instead of a zero-based system. Managers feel they give enough scope to the employees to implement the learned capabilities and bestow rewards on them when results are shown. 164

8 Training effectiveness It is concluded that training programmes are more effective in Manufacturing Industries than in Information Technology Industries. This indicates that the training programmes have greater impact on middle level and senior level managers in the Manufacturing Industry than in Information Technology Industry. 6.2 Suggestions and Recommendations Training managers should take interest in the new recruits Senior Managers in Manufacturing as well as Information Technology Industries should take interest in spending time with the new recruits during the induction period. This will help them in creating a rapport with the juniors. Working together then at a later stage will be easier and manageable Second line of leadership should be created Enough importance should be given to create second line of leadership. Senior manager s role is not only to get the current work done but it is also to see that work continues to be done over the years. This needs concentrating on understanding in whose hands will the reign of the organization lie at a later stage Employees should take training programmes seriously Employees should start taking the training programmes seriously. A proper mechanism should be in place to monitor and evaluate the training activities. Resources spent on conducting the training programmes should be utilized judiciously. 165

9 6.2.4 Training programmes should be chosen carefully Information Technology industries should choose training programmes after careful investigation and testing quality. It should spend time in finalizing the experts and organizing the training programmes efficiently Training should help in pursuing long term assignments Training programme should not only help in suiting needs of short term assignments but should also help in pursuing long term assignments and other jobs in the organization. The development of competencies should not only bring in transactional change in the person but also a transformational change Budget should be judicially estimated Budget for training programmes should not be based on estimation of previous year s spending but should be based on realistic current expenses. It should in relevant cases go by the approach of Zero Base Budgeting Attach rewards and incentives to training programmes Rewards and Incentives should be attached to training programmes. This would help in encouraging the trainees to take training seriously and positively. It need not necessarily be monetary rewards; non-monetary incentives would also create a positive training environment Solve the root cause of performance problem Training should be able to solve the root cause of performance problem. Training Needs Assessments should be done to provide the right kind and right duration of the training programme. 166

10 6.2.9 Training should reflect upon the learning Trainees should be given adequate scope to reflect upon the lessons of the training conducted. Managers should provide adequate resources to implement and enhance the knowledge gained from the training programmes. This will enable the trainees to retain the information and knowledge gained during the training programme. Trainees will also be able to transfer the inputs to other members of the organization Training should focus on results Effective training should focus more on processes and means to ends, and less on final outcomes. This focus results in measures that facilitate learning and provide data that can guide action and decision making Learning through training should be an ongoing process Business environment is likely to change, practices and procedures which are effective now, may be ineffective in the future. Industries should build in a culture of training and knowledge creation. This should be an ongoing, integral part of the company Create a positive sense of Internal Competition and social identity Borrowing inputs from someone within the organization signals to everyone inside the company that there is someone else who is better, at least in certain dimension. Creating social identity binds people together and to the unit, creating loyalty, teamwork and mutual commitment Turn knowledge into Action Organizations should aim at turning knowledge into action by giving employees the scope of practicing techniques and trying things. 167

11 Employees will fear to try something new if the reward is likely to be career disaster Firing employees should not be the solution to failure Even well planned actions can go wrong. All learning involves some failure, something from which one can continue to learn. Reasonable failure should never be received with anger. 6.3 Scope for Further Study The Cognitive, Skill-based and Affective outcomes can be measured from the employees perspective which was done under the scope of this research. This study can be extended by including the outcomes of Results which are used to determine the training program s payoff for the company. This may include a study on employee turnover or employee accidents, increased production, and improvements in the product quality or customer service. The outcome of Return of Investment may also be included which refers to comparing the training s monetary benefits with the cost of the training. Training costs include direct costs like salaries for all employees involved in training, including trainees, instructors, consultants, program material and supplies, equipment etc. and indirect costs like design, development and delivery cost which include general office supplies, facilities, equipment and related expenses. This also includes salary of administrative and support staff. Benefits refer to the value the company gains from the training program. Further studies on cost, benefits and return on investment from the training programmes can also be carried out. 168