Human resource managemnet

1. Usually H R is a major function in any organization. As its name suggests, its
intervention in over all organizational functions where ever Human Resources are
involved, its from recruiting any resource till the exit. Human resource Department
actually bridges the gap between Employee and Management in terms of expectations,
revenue ect
There will be following work flow chart for HR
HR Policy
Recruitment Manual
Joining &
Induction
Training &
Development
PMS- Performance
Management System
Reward, Recognition
And Employee
Discipline
Employee Counseling OR
Grievance Management
Managing Employee
Exits, Termination ect.

2. HR POLICY
Like Quality Policy, each organization must have its own HR Policy. It is the duty of
the HR Managers to design HR Policy for their organization. Drafting a HR Policy is
not an easy job whereas it requires lot of inputs to be incorporated. The moment
somebody reads your HR Policy, he will come to know the values and culture of your
organization.
For outside agencies such as Banks, Quality Auditors, Foreign Collaborators and long
associated customers may want to verify your HR Policy before making any agreement
with your organization. For the employees also, they will tune their sub-cultures
according to the requirement of the HR Policy. Actually the words in HR Policy will
speak about the culture, values, vision and enjoy working and how these are practiced
and proved by all employees in the organization in the same uniform and consistent
wave length. After all, business is run by People only. Hence to get strong and long
survival in the competitive markets, HR Policy is a Must and it should be practised.
In many organizations, they do not have HR Policy and even if they have, it is out-dated
one. In real spirit it is not followed and evidenced. It is the prime duty of the HR
Managers to supply data to the top management periodically as to how HR Policy is
practiced consistently in the organization. Quantify it and supply with data. For
example, if the word “Culture” is mentioned in the Policy, HR Manager must collect the
data on sub-culture practices of the departments and co-relate it with core culture of the
organization. If “Employee Satisfaction or Development” is added in the HR Policy,
then data must be collected on Satisfaction or Development.
WHO PREPARES HR POLICY:
It is the initial duty of HR Manager to draft HR Policy. He must consult the Line Managers on various
inputs to be added in the Policy. Also he must consult the top Management on various important words to
be incorporated such as culture, values, development, vision etc. Highly experienced and matured HR
Manager will spell immediately the expectations of the top Management on all these areas. It is always
better to frame HR Policy by their own employees instead of hiring a Consultant for this purpose. Hence
HR Manager must collect inputs from the following:
- Top Management (Last Step will be MD)
- Line Managers
- Sub-ordinates
- Regular Customers and Vendors
WHO APPROVES THE HR POLICY:
Final Draft of HR Policy will be vetted and approved by Board of Directors and
ultimately MD/Chairman of the organization. HR Policy Practices must be percolated
downwards and in the same wave length it moves in any direction. HR Practices must

3. not be deviated or disturbed at any cost for someone’s whims and fancies. HR Policy is
for the Organisation and it views from top to bottom in the same density without any
iota of slight bend.
…………2
HR POLICY FRAMING/MONITORING COMMITTEE
A Committee must be formed representing Members from all Sections of Employees.
The Duty of the Committee is to
- Frame new Policy
- Amend the existing Policy if required
- Review its effectiveness
- Training the employees to mould
- Quantification
- To find out the deviation and reasons thereof
Once a while you may include your regular Customers/Vendors/Well-wishers to give
feed-back on your HR Policy. Particular attention must be given to the new employees
who join the organization with different set of cultures. Also the Freshers.
Inputs required for preparing HR Policy:
- MD’s Vision (Business Growth thro People)
- Organisation Values
- Culture Practices
- Business Ethics
- Importance of Employee Role
- How organization taking care in employees
- Enjoy Working conditions
- Confidence from both Management and Employees
- How one grows with the Organisation
- How employee satisfaction is converted into end product/service
- How Customer/vendors feel employee satisfaction thro product/service
- How the Society values the organization thro employees
- Data on Motivational/Communication practices
- Any other data relevant as per your organization requirement
Collect all data and statements from all the levels and match it with MD’s vision. Find
the differences. Fill up the gaps with Training/Induction/Counselling. Monitor the
levels of HR Policy level which should be uniform and also in the same direction. It is
like a lead bird flying with group of birds in the sky in the same direction and same
speed to achieve one goal. Work under the work culture of “One Team One Goal”

4. ………..3
INDUCTION AND TRAINING ON HR POLICY
HR Policy is an Open Statement. It must be displayed at important places like Quality
Policy of your organization. Training/Re-training/Induction Programmes must be
conducted time and again to monitor the consistency of HR Policy. For this first-of-all,
HR Manager must be a role model for the HR Policy Statement and also the Line
Managers. Effectiveness of the Policy must be reviewed of and on at the level of senior
level and middle level. They are the important Managers who represents Policy
Statement thro their words and action. HR Manager must design an Induction
Programme for new employees/Freshers. He must train thoroughly on the words and
purpose of it as said in HR policy. Check list must be prepared for monitoring the
statement as stipulated in HR Policy.
PERIODIC REPORT
HR Manager must send Report on HR Practices with evidences to the Management, may
be month-wise. All data must have the evidences. Nowhere it is manipulated to satisfy
the Top Management. It is better to submit the facts rather to satisfy the seniors with
false data. It is a good feedback for top management to correct HR Policy as per need of
the present trend.
OBJECTIVES:
Once Policy is approved, HR Manager must prepare the objectives of the HR Policy.
He must evolve Procedures as to how to achieve the goals of HR Policy thro action and
words. It is identical to Quality Policy as signed by MD and monitored thro Systems,
Procedures and Work Instructions. Quality Audit is there and like-wise, during HR
Audit, effectiveness of HR Policy must also be measured.
Sub-Culture Practices:
HR must help the Line Managers to frame sub-culture (Department’s) without deviating
the core culture of the organization. For example, maximum house-keeping is one of the
sub-cultures in Production and Maintenance Department whereas Service-oriented
approach is a sub-culture in HR, Accounts, Maintenance and Materials. Transparency in
communication is the core culture whereas sharing knowledge is sub-culture in the
Departments. Hence HR Manager must understand to spell the sub-cultures of the
Departments/employees at various levels and match it with core culture of the

5. Organisation/Top Management. Weightage may vary on sub-culture practices, but when
it is added to the core culture, weightage gets neutralized.
Recruitment & Selection Policy
4.1 Introduction
4.2 Objectives
4.3 Recruitment Authorization
4.4 Policy
4.5 Sources of Hiring
4.6 Screening of CV’s
4.7 Administering Tests
4.8 Conducting Interviews
4.9 Reference Checks
4.10 Offer
4.11 Joining Formalities
4.12 Induction
4.13 Probation & Confirmation
4.14 Transfer
4.15 Candidate Referral Scheme
Recruitment Policy
4.1 Introduction
Recruitment and Selection process aims to search and hire suitable candidate to fill vacancies in
XYZ. The search may be internal and/or external.
Any position within XYZ. that becomes vacant will be filled, on completion of a Resource
Requisition Form (RRF) by the concerned department / functional head.
The success and adaptability of a Company depends upon the recruitment of employees who
are flexible, adaptable and committed to the success of the XYZ.
4.2 Objectives
This section aims to promote and maintain high standards of professional recruitment practice
by encouraging recruiters to adhere to best practices.
Its purposes are to:
a) Ensure that recruitment is considered an essential part of the human resource.

6. b) Strategy and consequently an integral part of the overall business strategy.
c) Ensure and explain best practice for all types of recruitment.
d) Maintain professional standards whether candidates are easy or difficult to find.
e) Ensure that equality of opportunity is considered an integral part of good
recruitment practices and procedure.
4.3 Recruitment Authorization
All authorization procedure detailed below must be completed prior to the commencement on
any recruitment procedure.
a) Prior to the employment of any employee the Resource Requisition Form
must be filled and sent to HR department.
b) The employment of all individuals for budgeted positions within XYZ
must be authorized by the Department Head and CFO/COO/CEO.
4.4 Policy
The Department Head will provide the Human Resources Officer (HRO) with Resource
Requisition Form authorized by COO/CEO and instruct commencement of Recruitment.
The HRO will ensure that the required approval has been obtained. The sourcing of suitable
profile may start simultaneously but the offer letter will be issued only after necessary approval
from all concerned as per RRF.
XYZ has a policy of not recruiting two people from the same family.
4.5 Sources of Hiring
Recruitment Sources CV’s from various sources like:
Database: Resumes which are live and active will be stored in a central place. And which is
accessible to HR team.
Head Hunt: Recruiters do the headhunting based on the requirements. Comprehensive data
been made and stored which states each companies core competency skills. These
headhunting calls are tracked too.
Search Engines: Recruiters source the resume for leading job portals and different networking
and professional sites.
Consultants: If there are bulk requirements or niche requirements we tend to use consultants.
Employee Referral: Employee refers his or her friends to the company. And based upon the
selection, the referred employee is entitled for the referral amount. (Details are below)

7. 4.6 Screening of CV’s
Recruitment team screens the CV according to the requirement given and does the
prescreening and passes over to the technical team for further short listing
4.7 Administering Tests
Candidates who have less than 1 year of experience will undergo technical test and aptitude
test. Technical test is purely based on the skills or core competency of the candidate. Those who
qualify will undergo for the interviews. (All these tests papers will be reviewed every 6 months)
4.8 Conducting interviews:
The HRO shall schedule the interview of the candidates who are short listed by the HOD. (Note
– Arrange personal interviews for local candidates and arrange either Telephonic or Video
Conferencing interview for outstation candidates.). It is must to schedule either personal
interview OR video conference interview before finalizing the offer so as to ensure process
hygiene.
XYZ shall bear traveling and accommodation cost for the senior resources visiting at HO for
personal interview purpose. Travel policy will be applicable for mode of travel entitlement. A
summary of the interviews shall be prepared by the HRO and kept for record purposes.
Maximum 2 Technical interviews per candidate up to Sr. Software Engineer.
Multiple interviewers in an interview.
Suitable experience gap between interviewer and interviewee.
4.9 Reference Checks
Reference checks are mandatory for all the level of hiring except for fresher. This is done thru
email or phone. The outcome is captured and attached to the incumbent’s personal file.
4.10 Offer
The Selected candidate is made an offer after his/her reference check is done.
4.11 Joining Formalities:
The HRO decides sitting place for the resources joining in consultation with department head
and sends mailer to system team for the desktop/Laptop, creating domain ID and sends mail to
admin for their joining kit and their swipe card a day before the joining of the candidate.
On the day of joining HRO gets the Employee Form filled by new joiners and collects all the
educational and previous employment letters. All new employees are required to submit their
previous experience letters and xerox copies of their education certificates on the first day of
joining. New employees who fail to submit all the previous employment details and education
certificates would not be given appointment letter until they submit the required documents.
Every new employee gets a joining kit on the first day of their joining which contains T-shirt, XYZ
and its Product brochures, ICICI Bank salary account form and attendance swipe card. XYZ
provides first days lunch to all new joinees in Canteen.

8. XYZ has a salary account with ICICI Bank and all new employees are required to open a salary
account with ICICI Bank and for this they need to get in touch with the admin executive taking
care of front office reception.
Appointment letter will be issued to all new joinees within 2 days of their joining with the
condition that they have produced all the necessary joining document.
New employee shall submit the traveling expense bills and relocation expense bills, (If
committed at the time of joining) to the HR department within a week of joining
Once the joining formalities are over HRO will inform new joiners about their sitting place,
introduce the new joiners to the concerned PL, and explain them about the intranet and their
login ID and password.
4.12 Induction
All new staff shall undergo induction training to assist them in the process of becoming
integrated to the organization within the shortest time possible. The respective immediate
supervisor in collaboration with the HR Officer shall conduct induction training.
The objective of the induction policy is to familiarize the employee with the company, their job,
the industry, colleagues, company systems, processes and policies with a view to ensuring they
can make a contribution to business outcomes as quickly as possible.
The induction should be a combination of standard components as well as learning specifically
tailored to the role.
The HRO shall send the Induction feedback form to all new joinees within one month of their
joining and taking their feedback on regular basis to check the new employee is comfortable
and settled within the system.
4.13 Probation Confirmation
Objective
The probation period is intended to give new employees the opportunity to demonstrate their
ability to achieve a satisfactory level of performance and to determine whether the new position
meets their expectations. XYZ use this period to evaluate employee’s capability, work habits,
and overall performance.
Procedure
Periodic review (initially on monthly basis up to first 3 months) will be undertaken by concerned
department head and HRO shall facilitate this process to ensure that the resource gets
productive in the system.
On successful completion of 6 months probation period, HRO shall send the Confirmation
Review Form to the concerned department head for the eligible resource.
On receiving the dully filled up form, HRO will initiate appropriate action i.e. Conformation letter
/ Extension letter / Termination letter The communication needs to be ensured with the
resources in any of the stated action. If any revision in salary is committed that can be taken up
in the month of April or October.

9. 4.14 Transfer Policy:
XYZ business in a way is very dynamic that will require the employees often to work away from
the base location, mostly on the client side. An employee may be transferred, assigned or
seconded from one department, location and branch, in India or abroad. He may also be
required to undertake additional duties apart from the normal duties of the post to which they are
appointed.
An employee may request for transfer from one working place to another, however, transfer of
employees shall be the prerogative of the Management and shall not be disputed. An employee
may be reassigned, subject to performance of his/her duties and on the recommendation by his/
her superior and/or departmental manager. All recommendations for reassignment shall be
determined by the Management as and when required.
Section 5
Candidate Referral Scheme
5.1 Objectives
To encourage Employees to refer individuals and build human capital in the company.
5.2 Guidelines
• All employees (including those on probation) below the level of PL can refer a candidate.
However HR employees will not be entitled to participate in the scheme.
• An employee who refers a candidate cannot be part of the selection process or in
anyway influence the decision making process for that candidate. To be eligible for a
financial reward under this scheme, the employee who referred the candidate cannot be
in direct reporting relationship with the referred candidate.
• An employee who is in direct relation of the referred, viz.,
spouse/brother/sister/parent/in-law will not be eligible for a financial reward.
• The Referred candidate will have to undergo the required tests, interviews as per the
normal recruitment process of the company.
• If a referred candidate is selected, HR would inform the employee after issuing the Offer
letter to the referred candidate.
• In cases where a CV is received from more than one source, viz., employee referral,
placement agencies, job portal etc, the reward will be given to the source from which the
CV was first received.
• Fresher (1 year from passing out month) referred by employees under the Scheme and
recruited through Campus Interviews will not be considered as a referral under this
scheme
• Similarly fresher referred from Institutes where XYZ frequents for Campus placements
would not be considered as a referral under this scheme
• The validity of the resume that an employee refers will be one year from the date of
receiving the resume.
• The company reserves the right to withdraw or amend the scheme as appropriate at any
point in time by an appropriate notification.

10. 5.3 Procedures:
• HR to publish the list of vacancies considered for referral programme on monthly basis.
This is displayed on “Career” section in Human Resources part of Intranet.
• Employee can refer detail job description / profile requirement of published vacancies
and forward / refer the same to his / her friend.
• Employees need to send the referred CV on given Mail ID.
• A separate databank will be maintained by HR to track the referred candidates
• The candidate referred will be put through the normal recruitment process and final
outcome of the same will be informed to the employee who has referred the candidate.
5.4 Rewards
• In the event, XYZ recruits the referred candidate; the employee who referred the
candidate will be eligible for a monetary reward subject to being on rolls at the time of
payout.
• The reward money will be paid to the employee along with his salary as soon as the
referred candidate completes six months with the organization provided the referred
employee has not resigned or left before the reward payout is made.
• Following amount is proposed as reward for reference programme.
Level of the candidate recruited Amount (Rs.)
Jr. Software Engineer / Software Engineer / Executive 4000/-
Sr. Software Engineer / Sr. Executive 7500/-
Asst. Manager / Manager / Technical Lead / Project Leader 10,000/-
Sr. Manager & above 12,500/-
• The employee who has maximum no. of reference joiners to his credit will be given a
special reward at the end of each financial year.
• All rewards paid under this scheme would be subjected to Income Tax rules as
applicable.

11. JOINING REPORT
&
EMPLOYEE INFORMATION SHEET
Name :
___________________________________________
Father’s Name :
___________________________________________
Designation :
___________________________________________
Address :
___________________________________________
___________________________________________
___________________________________________
___________________________________________
Date of Joining :
___________________________________________
Signature of Employee :
___________________________________________

12. HR DEPARTMENT DEPARTMENT
HEAD
Employee No. ________________
RECENT
PHOTO
PERSONAL DATA FORM
NAME : ____________________________________________
POST APPLIED FOR :
____________________________________________
FOR OFFICE USE ONLY
PRELIMINARY INTERVIEW BY DATE
______________
Name ___________________________Designation ___________________Signature
___________
Name ___________________________Designation ___________________Signature
___________
Name ___________________________Designation ___________________Signature
___________
Remarks
_______________________________________________________________________
______

13. _______________________________________________________________________
_____________
FINAL INTERVIEW BY DECISION
Name Designation Signature Approved/Not Approved for appointment
Designation ______________ Grade
_________
Recommended/Not Recommended for Appointment
Salary _____________ Location
_____________
As __________ on Salary of Rs.________PM
Appointing Authority
Date ____________ Signature ____________
Name______________________________
____
Designation
______________________________
FULL NAME
_______________________________________________________________________
__
DATE OF BIRTH ___________________ WEIGHT __________________ HEIGHT
_____________
POSTAL ADDRESS
__________________________________________________________________
_______________________________________________________________________
_____________

14. PERMANENT ADDRESS
_____________________________________________________________
_______________________________________________________________________
_____________
CONTACT # ___________________________CONTACT #
__________________________________
FAMILY DETAILS
NAME AGE / RELATION OCCUPATION
SEX
EDUCATION QUALIFICATION (Start with School Leaving Certificate or Equivalent)
YEAR % MAJOR
QUALIFICATION UNIVERSITY / OF MARKS SUBJECT
INSTITUTE PASSING

15. EXPERIENCE (CHRONOLOGICAL ORDER EXCLUDING LAST POSITION)
Attach separate sheet(s), if required
PERIOD DESIGNATION JOB DESIGNATI GROSS REASON FOR
RESPONSIBILIT ON OF SALARY LEAVING
ORGANISATION Y IMMEDIATE DRAWN
SUPERIOR
AT THE
FROM TO LAST TIME OF
POSITION JOINING
HELD

17. LAST POSITION HELD
DESIGNATION:
__________________ORGANISATION_______________________DOJ________
DESIGNATION AT THE TIME OF JOINING: ___________________ No. Of
Employees______
ADDRESS:
_______________________________________________________________________
____
BUSINESS: ___________________________________ANNUAL
TURNOVER__________________
JOB RESPONSIBILITY:
______________________________________________________________
REPORTING TO: NAME
_________________________DESIGNATION_______________________
TOTAL GROSS SALARY PER MONTH
_________________________________________________
CASH BENEFITS
BASIC___________DA____________HRA____________LTA____________MEDICA
L____________
CONVEYANCE ____________________OTHERS
____________________TOTAL_______________
NON-CASH BENEFITS
PROVIDENT
FUND_______S.A._______GRATUITY_________OTHERS________TOTAL_______

18. REFERENCE: NAME & ADDRESS OF ATLEAST TWO REFERENCES NOT
RELATED TO YOU
1. _________________________________________________________________
______________
2. _________________________________________________________________
______________
ADDITIONAL INFORMATION
 Have You:
(I) Physical Disabilities
__________________________________________________
(II) Marital Indebtness
___________________________________________________
(III) Been involved in Court Proceeding
_______________________________________
(Give detail on a separate sheet of paper if answer is yes)
 HAVE YOU EVER BEEN INTERVIEWED BEFORE IN XYZ LTD.. IF yes,
Give Details
Date: _______________ Position:
______________________
Location: ____________ Outcome:
_____________________
 Languages Known:
______________________________________________________________
 Your Hobbies:
_________________________________________________________________
_
 Your Interests:
_________________________________________________________________
_

19.  Your Goal / Aim in Life:
__________________________________________________________
 Three Principles / Ideals which have guided you in Life:
1.
2.
3.
 List down three of:
Your Strengths Your Weaknesses
1. 1.
2. 2.
3. 3.
 Are you willing to travel:
In India: ____________________
In Abroad: ____________________
State Restrictions/Problems if any:
___________________________________________
 Places/Countries of your choice where you’d like to travel:
________________________
_________________________________________________________________
_______
 Passport No. _________________ Valid Up to:
__________________________

20.  Are you related to any of our employees? If Yes his/her Name:
_____________________
 Membership of any Professional Institution/Association:
__________________________
_________________________________________________________________
______________
 Publication if any (list with specimen copy):
___________________________________________
 Any Specialized Training/Training Program attended:
___________________________________
 Would like to attend any specific training:
____________________________________________
_________________________________________________________________
______________
 Any Other information/Suggestion:
__________________________________________________
_________________________________________________________________
______________
EMERGENCY DETAILS
 Blood Group: ________________
 Allergic To: _________________________
 Blood Pressure: ______________
 Sugar: ______________________________
 Eye Sight: Left: ________ Right: ______________
 Any Major Illness:
_________________________________________________________________
______________

21.  Contact Person in case of Emergency:
_______________________________________________________
 Address:
_________________________________________________________________
______________
_________________________________________________________________
______________
_________________________________________________________________
_____________
 Phone #: ________________________
ATTACHMENTS
Please attach:
1.Photocopies of all relevant certificates / degree mark sheets etc.
2.Proof of Birth
3.Experience Certificate from Previous employer.
4.Relieving letter from Previous employer.
5.Photocopy of Passport
6. PAN No.
No Documents Submitted Will submit on
1
2
3

22. 4
5
6
DECLARATION
I DECLARE THAT THE INFORMATION GIVEN, HEREIN ABOVE, IS TRUE &
CORRECT TO THE BEST OF MY KNOWLEDGE & BELIEF & NOTHING
MATERIAL HAS BEEN CONCEALED. I UNDERSTAND THAT THE ABOVE
INFORMATION IN FOUND FALSE OR INCORRECT, AT ANY TIME DURING
THE COURSE OF MY EMPLOYMENT, MY SERVICES WILL BE TERMINATED
FORTHWITH WITHOUT ANY NOTICE OR COMPENSATION.
DATE: _______________________
_________________________________
PLACE: _______________________ SIGNATURE OF
APPLICANT
The University of Manchester
Office of the Registrar and Secretary
LOCAL INDUCTION
Induction: Staff feedback (1 month)
Section/Unit: _______________________ Office:_________________________
1. Were you personally introduced to your new colleagues, managers and other
appropriate people during your first few days in post?
Yes ! No !
Any additional comments:_________________________________________________
______________________________________________________________________
2. Has your Induction helped you understand your job, responsibilities, work standards?
Yes ! No !

23. Any additional comments:__________________________________________________
_______________________________________________________________________
3. Have appropriate policies and procedures, important to your job (health and safety,
regulations, work processes), been shown to you and explained to you?
Yes ! No !
Any additional comments:__________________________________________________
_______________________________________________________________________
4. Have the materials/sections in the Induction Pack been of use to you?
Yes ! No !
Any additional comments:__________________________________________________
_______________________________________________________________________
LOCAL INDUCTION
5. Have you discussed/completed an Induction Training and Development Plan?
Yes ! No !
Any additional comments:__________________________________________________
_______________________________________________________________________
6. If there was one aspect of your Induction that could be improved what would it be,
and how might we improve it?
Aspect:
Suggestions for improvement

24. When completed, please return this review form to:
HR Department/HR Manager
INDUCTION TRAINING
One of the most important initial steps in the training process is the induction course. It
has long been recognized that new employees often experience an induction crisis. The
new work environment is often perceived by the new recruit as preparing and even
frightening. An unwelcoming or different reception can ferment the view that it was a
mistake to begin work there not surprisingly traits off with increased service with the
organization. Many organization try to reduce uncertainly in the employees by presenting
them with lots of information concerning.
 The history of the organization.
 The mission statement and organization objectives.
 Company ethics.
 The structure of the organization.
 Personnel policies.
 Terms of employment.
 Payment system and benefits.
 Holydays and sickness arrangement.
 Rules and regulations of the organization.
 Discipline and grievance procedures.

25.  Trade unions.
 Welfare and social facilities.
 Health and safety measures.
 Job description.
This is a necessary for the new employee to know to the given all this
information on the first day or even within the first week is over whelming.
Sometimes well meaning initiatives can have the opposite effect to the one in
tended. Therefore the induction programme should be around the needs of the
employee and imparting of information should be given at the appropriate
moments.
The information is more likely to be remembered by the inductee.
Inductee wants to have a go at job to see if they can do it. Therefore the
programme needs to be spread overtime to give variety.
FRESH TRAINING MODULE
The method employed for training of operatives may be described as under:-
1. On the job training: - In this method, the trainee is placed on a regular job
and taught the skills necessary to perform it. The trainee learns under the guidance
and supervision of the superior or an instruction. The trainee learns by observing
and handling the job. Therefore, it is called learning by doing.
Several methods are used to provide on-the-job training, e.g. coaching, job
rotation committee assignments, etc. A popular form of on-the-job training is Job
Instruction Training (JIT) or step by step learning it widely. It is widely used in the

26. United States to prepare supervisors. It is appropriate for acquisition or improvement of
motor skills and routine and repetitive operations. The JIT involves the following steps:-
A. Preparing the trainee for instruction. This involves putting the trainee at ease,
securing his interest and attention, stressing the importance the job etc.
B. Presenting the job operations or instructions in terms of what the trainee is
required to do. The trainee is put at work site and each step of the job is
explained to him clearly.
C. Applying and trying out instructions to judge how for the trainee has understood
the instructions.
D. Following up the training to identify and correct the deficiencies.
JIT method provides immediate feedback. Permits quick correction of
errors and provides extra practice when required. But it needs skilled
trainers and preparation in advance.
2. Vestibule Training:-In this method, a training is called vestibule is setup
and actual job conditions are duplicated or simulated in it. Expert trainers are
employed to provide training with the help of equipment and machines which are
identical with those in use at the workplace.
3. Apprenticeship Training:-In this method, theoretical instruction and
practical learning are provided to trainees in training institutes. In India, the
Government has established Industrial Training Institutes (ITIs) for this purpose.
Under the Apprenticeship act, 1962 employers in specified industries are required
to train the prescribed number of persons in ‘Designated Trades’. The aim is to
develop all-round craftsmen. Generally, a stipend is paid during the training
period. Thus, it is an “Earn when you learn” scheme.

27. Apprenticeship training is the oldest method of training. It is particularly
suitable for scanning crafts and technical trades wherever job proficiency is the
result of a relatively long training period. Draughtsman, machinist, printer, tool
maker, pattern designer, mechanic, carpenter, weaver, fitter, jeweler, engraver,
electrician etc. are examples of such areas.
4. Classroom Training: - Under, this method training is provided in company
classrooms or in educational institutions, Lectures, case studies, group
discussions, and audio Visual aids are used to explain knowledge and this is to the
trainees. Classroom training is suitable for teaching concepts and problem solving
skills. It is also useful for orientations and safety training programmers. Some
companies maintain their own training institutes or schools. Special training
course are designed, e.g. management course for foremen, computer course for
typists. etc. course in retraining and upgrading may also be conducted. Small
firms depend on outside schools and course.
5. Internship Training: - it is a joint programme of training in which
educational institutions and business firms cooperate; selected candidates carry on
regular studies for the prescribed period. They also work in some factory or office
to acquire practical knowledge and skills. This method helps to provide a good
balance between theory and practice. But it involves a long-time period due to
show process. This method of training is used in professional work, e.g. MBBS,
CA, ICWA, and Company Secretaries. Etc.
Importance of Training

28. A well-planned and well-executed training programme can provide the following
advantages:-
1. Higher Productivity: - Training helps to improve the level of performance;
trained employees perform between by using betting method of work. Improvements in
manpower productivity in developed nations can be attributed in no small measure to
their educational and industrial training programmers.
2. Better Quality of Work: - In formal training the best methods are standardized
and taught to employees. Uniformity of work methods and procedures helps to improve
the quality of product or service: Trained employees are less likely to make operational
mistakes.
3. Less Learning Period: - A systematic training programme helps to reduce the
time and cost involved in learning. Employees can more quickly reach the acceptable
level of performance. They need not waste their time and efforts in learning through trial
and error.
4. Cost Reduction: - Trained employees make more economical use of materials
and machinery. Reduction is wastage and spillage together with increase in productivity
help to minimize cost of operations per unit. Maintenance cost is also reduced due to
fewer machine breakdown and better handling of equipments. Plant capacity can be put
to the optimum use.
5. Reduced Supervision: - Well-trained employees tend to be self reliant and
motivated. They need less guidance and control Therefore, Supervisory burden is reduced
and the span of supervision can be enlarged

29. 6. Low Accident Rate: - Trained personnel adopt the right work methods and
lack use of the prescribed safety devices. Therefore, the frequency of accidents reduced
health and safely of employees can be improved.
7. High Morale: - Proper training can develop positive attitudes among employees.
Job satisfaction and morale are improved due to rise in the earnings and job security of
employees. Training reduces employee grievances because opportunities for internal
promotion are available to well-trained personnel.
8. Personal Growth: - Training enlarges the knowledge and skills of the
participants. Therefore, well trained personnel can grow faster in their career. Training
prevents obsolescence of knowledge and skills. Trained employees are a more valuable et
to any organization training helps to develop people for promotion to higher post and to
develop future managers.
9. Organizational Climate: - A sound training programme helps to improve the
climate of an organization. Industrial relations and discipline are improved. Therefore
decentralization of authority and participative management can be introduced.
Resistance to change is reduced. Organizations having regular training programmers can
fulfill their needs for personnel from internal sources .Organizational enhanced because
training helps to reduce employee systematic training is a sound business investment. In
fact, "no organization can choose whether or not to train employees. The only choice left
to management is shall be made a carefully planned part of an integrated programme of
human resource administration. "
Types of Training

30. Training is required for several purposes. Accordingly, programmes may be of the
following types:
1. Orientation Training: - Induction or orientation training seeks to adjust newly
appointed employees to the work environment. Every new employee needs to be made
fully familiar with the job. His superiors and subordinates and with the rules and
regulations of the organization. Induction training creates self-confidence in the
employees. It is known as pre-job training. It is brief and informative
2. Job training: - It refers to the training provided with a view to increase the
knowledge and skills of an employee for improving performance on the job. Employees
may be taught the correct methods of handling equipment and machines used in a job.
Such training helps it reduce accidents, waste and inefficiency in the performance of the
job.
3. Safety Training: - Training provided to minimize accidents and damage to
machinery is safety training It involves instruction in the use of safety devices and in
safety consciousness.
4. Promotional Training: - It involves training of existing employees to enable
them to perform higher level jobs, employees with potential are selected and they are
given training before their promotion, so that they do not find it difficult to shoulder the
higher responsibilities of the new positions to which they are promoted.
5. Refresher Training: - When existing techniques become obsolete due to the
development of better techniques, employees have to be trained in the use of new
methods and techniques. With the passage of time employees may forget some of the

31. methods of doing work. Refresher training is designed to revive and refresh the
knowledge and to update the skills of the existing employees.
6. Remedial Training: - such training arranged to overcome the shortcomings in
the behavior and performance of old employees. Some of the experienced employees
might have picked up appropriate methods and styles of working. Such employees are
identified and correct work methods and procedures are taught to them.
Identifying Training Needs
All training activities must be related to the specific needs of the organization and
the individual employees. A training programme should be la only after the
training needs are assessed clearly and specifically. The effectiveness of a training
programme can be judged only with the help of training needs identified in advance. In
order to identify training needs, the gap between the existing and required levels of
knowledge, skills, performance and aptitudes should be specified, the problem areas that
can be resolved though training should also be identified.
1. Organizational Analysis: - It involves a study of the entire organization;
growth potential and its environment. Its purpose is to determine where training
emphasis should be place within the organization, organizational analysis
consists of the following elements :
(a) Analysis of Objectives: - The long-term and short-term objectives and their
relative priorities are analyzed. Specific goals and strategies for various departments and
sections should be stated as a means for achieving the overall organizational objectives.
General objectives need to be translated into specific and detailed operational targets. It is
also necessary to be translated into specific and detailed operational targets. It is also
necessary to be translated into specific and detailed operational targets. It is also

32. necessary to continuously review and revise the Objectives in the light of the changing
environment.
(b) Resource Utilization Analysis: - The allocation of human and physical
resources and their efficient utilization in meeting the operational targets are analyzed. In
order to exiling in detail the inputs and outputs of the organization. Efficiency indices
may be developed. These indices will help to determine the adequacy of specific work
flows as well as the contribution of human resources.
(c) Organization Climate Analysis: - The prevailing climate of an organization
reflects the member’s attitudes. It also represents management’s attitude towards
employee development. Without adequate management support and appropriate
supervisory styles, a training programme cannot be successful. Analysis of organization
climate can reveal the strengths and weaknesses also.
(d) Environmental Scanning: - The economic, political, technological and
sociocultural environments of the organization are examined This is necessary to identify
the environmental factors which the organization can influence and the constraints which
it cannot control.
2. Task or Role Analysis: - It is a systematic and detailed analysis of jobs to
identify job contents, the knowledge, skills and aptitudes required and the work
behavior. On the part of the job holder, particular attention should be paid to the
tasks to be performed, the methods to be used, the way employees have learnt
these methods and the performance standards required of employees. Also called
operations analysis, its purpose is to decide what should be taught. Questionnaire,
interviews, human resource records, reports, tests, observation and other methods
can be used to collect information’s about jobs in the organization.

33. 3. Manpower analysis: - In this analysis. The persons to be trained and the
changes required in the knowledge, skills and aptitudes of an employee are
determined. First of all, it is necessary to decide whether performance of an
individual is sub-standard and training is needed. Secondly, it is determined
whether the employee is capable of being trained. Thirdly, the specific areas in
which the individual requires training are determined. Lastly, whether training
will improve the employee's performance or not is determined. Other alternatives
to training. E.g. modifications in the job, new equipments or process, etc. Should
also be considered. Personal observation, supervisory, evaluation, work samples.
Diagnostic tests and performance reports provide the information needed to
choose from these alternatives. Training can be relevant and viable if the three
types of analysis above are carried on continuously. Moreover these analyses
should be integrated in a carefully designed and executed programme.
Designing a Training Programme
In order to achieve the training objectives an appropriate training policy is
necessary. A training policy represents the commitment of top management to employee
training. It consists. to roles and procedures concerning training. A training policy is
required.
(a) To indicate the company's intention to develop its employees;
(b) To guide the design and implementation of training programmes;
(c) To identify the critical areas where training is to be given on a priority basis;
and
(d) To provide appropriate opportunities to employees for their own betterment.
A sound training policy clearly defined the following issues:

34. (i) The results expected to be achieved through training.
(ii) The responsibility for the training function.
(iii) The priorities for training.
(iv) The type of training required.
(v) The time and place of training.
(vi) The payments to be made to employees during the training period.
(vii) The outside agencies to be associated with the training.
(viii) Relationship of training to the company's labor policy.
Once training objectives and policy are decided, and appropriated training
programme can be designed and conducted. Decisions on the following items are
required for this purpose.
A sound training policy defines the following items are required for this purpose.
1. Responsibility for Training: - Training is quite a strenuous task which
cannot be undertaken by one Single department. The responsibility for training
has to be shared among:
(a) The top management who should frame and authorize the basic training
policy, review and approve the training plans and programmes, and approve
training budgets.
(b) The human resource department which should plan establishes and evaluates
instructional programmes.
(c) The line supervisor who should provide feedback, revision and suggestion for
improvements in the programme.

35. (d) The employees who should provide feedback, revision and suggestion
for improvements in the program me.
To be effective, a training programme should be properly organized. But good
organization alone is not adequate, proper planning and training is equally important.
2. Selecting and Motivating the Target Group: - It is necessary
decide which is to be trained-new or old employee; unskilled or semiskilled workers
supervisors or executives. The type and methods to be used will depend upon the type of
persons to be trained. It is also necessary to create a desire for learning. The employees
will be interested in training if they believe that it will benefit them personally. Trainees
will change their behavior if they become aware of better way of performing and gain
experience in the new pattern of behavior so that it become their normal manner of
operation. A climate conducive to leaving can also be creating through physical and
psychological environment. Psychological environment consists of involvement are
participation. Freedom of social interaction. Open communication. Friendly and help
trainers. Provision for measuring learner's progress, etc.
2. Preparing the trainers: - The success of a training programme depends to
a great extent upon the instructors or the resource persons. The trainer must know
the job to be taught and how to teach it. He should have an aptitude for teaching
and should employ the right training techniques.
4. Developing Training Package: - This step involves deciding the
content of training, designing support material for training and choosing the
appropriate training methods. Training courses may involve specific instructions
in the procedures of dong a job. A training course may cover time periods ranging
from one week to few months. Such a training package should also contain a
detailed syllabus with proper sequencing of contents, and an appropriate mix of

36. training methods. Support material for training may include study notes, case
studies, pamphlets, charts brochures, manuals, movie slides etc.
5. Presentation: - This is action phase of training. Here the trainer tells,
demonstrates and illustrates in order to put over the new knowledge and
operations. However, before it, the learner should be put at ease. It is necessary to
explain why he is being taught to develop his interest in training. The learner
should be told of the sequence of the entire job, the need for each step in the job,
the relationship of his job to the total workflow, etc .instructions should be clear
and complete. Key points should be stressed upon and one point should be
explained at a time. Audio-visual aids should be used to demonstrate and illustrate
and the trainee should be asked to repeat the operations. He should also be
encouraged to ask questions in order to ensure that the really knows and
understands the job.
6. Performance Tryout: - The trainee is asked to do the job several times
slowly. His mistakes are corrected and if necessary the steps are explained again.
As soon as the trainee demonstrates that he can do the job slightly, he is put on his
own and training is over.
7. Follow-up:- In this step, the effectiveness of the training program is
assessed. The feedback generated through floow-up will help to reveal
weaknesses or errors if any. Necessary corrective action can be taken. If
necessary instruction may be repeated, until the trainee learns whatever has
been taught to him. Follow-up action reinforces the learning process. It also
helps in designing future training programmes.
TRAINING ATTENDANCE RECORD (CLASS ROOM TRAINING)

37. PREFRAME TITLE ………………………………………..…………
DATE FROM ………….…. TO……………..………….
TIMING ……………………………………….…..HOURS
VENUE ……………………………………………………
FACULTY (EXT. /INT) …………………………………………………….
PROGRAM COORDINATOR …………………………………………………….
LEARNING /ATTEDANCE FORMAT.
S.NO. NAME DESIGNATION DEPTT. / EMPLOYEE'S
LOCATION SIGNATURE
ERALUATION OF TAAINING EFFCTIVENESS
1. Background Evaluation of Training Effectiveness is necessary
because
 It generates seriousness
 It gives credibility to training effort.
 It serves as the basis for further action.

38. Guidelines
A. IDENTIFACATION OF TRAINING NEEDS:
Effectiveness of Training depends on the quality of process adopted for identification of
training needs. It is suggested that the following points should be taken care of while
identifying training needs. Other methods apart from those mentioned bellow should also
be considered for the purpose depending on the unit (s) requirements:-
INVEL METHOD
INDIVIDUAL -task analysis
 Knowledge, skill & attitude (KSA) Analysis
GROUP/DEPT - Group/Deptt. Performance Parameters
 The gap between desired and actual level
ORGANISATION - Strategic Business plan Analysis.
B. OBJECTIVES OF TRAINING PROGRAMMES :

39. Next step is for HRD Dept. to clearly and concisely lay down the objectives of
each training programs. Objectives should focus on identified training needs and or on
solution to problem. This objective must focus on:
 Gain to the company
 Gains to the individual
C. ORGANISISNG TRAINING PROGRAMMES:
Effectiveness of training programme also depends on the organization of the
programme. For the programme to be effective, proper care should be taken regarding:
 Faculty
 Time & Proper timing. Examples of proper timing; training programmes should,
as far as possible, be avoided during peak production periods.
 Interaction between faculty & participants (level of interaction should be high.)
 Venue and arrangements e.g. ambience etc.
 Methodology used by trainer for imparting training.

40.  Involvement of the managers & senior management, wherever required in the
whole process. This helps participant in transferring learning of the programme
of job.
 Quality of action plan being chalked out by the participants.
D. FEEDBACK FROM, PARTICIPANT
The format of this purpose is at annexure-I
1. Feedback of the participants may be taken in case of:
 Training programme organized in response to identified training need and,
 External training programme ( provide feedback format to the participant before
leaving for external programme so that he she the parameters for feedback, )
1. In case of unscheduled training programme, feedback is optional
2.
E. ACTION PLAN BY THE PARTICIPANT:
ACTION PLAN-
 Action plans need to be made based on ideas/learning's that have meerged form
the programme.
 Action plan need to be specific.

41.  The implementation of action plan should be within the capacity and scope of
responsibilities of the participants.
QUANTIFIED / MEASURABLE TARGET (S)
 In order to measure / evaluate the success of participants action plan targets
should be set in quantified terms such as percentage / Hours / Rupees / Nos. etc. s
 The target set by participants should possibly be completed and evaluated for the
results within 3-6 months from the end of the programme.
ACTION (S)
Participants should
1. Write down action (s) which they will carry out for achievement of the target.
2. Specify exactly what they will do in each of these actions and therefore write
in the form "I will…………………………" for each action.
3. Make sure each activity that he or she writes down is specific.
4. Avoid writing down actions which are mere statements of wishful thinking.
SAVINGS OR GAINS
 Each target in the action plan must clearly indicate the savings/ gains
expected certain targets may not directly end in such savings gains in such
cases. The possibility of indirect savings gains may be indicated.
SUPPORT REQUIRED
 Participants should mention the kind of resources in terms of money
manpower equipment machines etc. for the achievement of the target.

42. EXPECTED DATE OF REACHING THE TARGER (S)
 Participant should indicate the date by which the quantified target set is
expected to be achieved.
REVIEW DATE
 First date of review should be within 3 months of the scheduled start date
of fires action as indicated in the action plan. HRD department should
coordinate with the participants & the HODs for the purpose.
F. EVALUATING THE EFFECTIVIENESS OF TRAINING
PROGRAMME AND CORRECTIVE ACTIONS:
 Analysis of the feedback received from the participants i.e. both the initial
reaction of participants about the programme & after the first review of
action plan should be carried out and shared among all concerned, thereby
helping in initiation of corrective / improvement action (s) necessary
support should be provided by HRD Dept. in the matter.
G. MEASURING THE GAINS FROM TRAINING

43. Training is provided to employees with multiple objectives of creating awareness
skill & knowledge improvement bringing attitudinal changes. Collaboration etc. all
strategies and efforts made in an organization should ultimately lead to improved
efficiency higher productivity optimum bottom line. Training alone will not be able to
achieve all these. Apart from training or more than training in some cases) better
supervision inter/intra departmental coordination management thrust monitoring &
review technology improvement & many other factors have their significant impact
therefore it may not be practical to identify a particular gain as an exclusive result of
training. However to gains without disregard to contribution of other factors.
 Measuring direct savings/ Gains.
The process of evaluation a enumerated in the guidelines (D) . (E) and (F) above
must be completed in each and every case to see the effectiveness of the training
imparted next stage is to identify and measure the savings/ gains. It savings /
gains are possible to be measured and reported in the following cases.
I. The saving/gains resulting from elimination of a specific problem where
training was imparted as a solution.
II. Savings/gains resulting from implementation of action plan (S) drawn by each
participant consequent upon completion of a specific training.
III. Reporting by HOD superior / Participant regarding any further savings gains
not envisaged in the action plan) perceived to be the result of the training and
post training effort (s).

44. H. DOCUMENTING THE GAINS FROM TRAINING
It is recommended that these gains should be properly documented & complied on an
annual basis such an exercise also helps in:
 Motivation the personnel in training department.
 Creating a climate for greater faith of the user in training and
 Providing an input for continuous mirroring learning and improving.
Such compilations should be forwarded by HRD department to senior
management seeking guidance for improvement in the future.
Retraining
Retraining is the process of providing training to persons who underwent training
earlier in their job. Retraining programme are generally arranged for employees who
have long been in the service of an organization. Such programmes are designed to avoid
obsolescence of a person in terms of jobs requirements. Retraining is required on account
of the following factors:
(a) Some employees concentrate of a narrow task and lack all round
knowledge and skills training are required to widen their knowledge and
attitudes.
(b) Employees who are called back to work after layoff are given training so
as to handle highly skilled jobs.

45. (c) Due to technological changes some jobs may become unnecessary.
Employees working on such jobs are retrained for other jobs.
(d) Retraining is necessary to develop a versa we work force capable of
performing more than one job.
(e) Retraining becomes necessary when the knowledge and skills of
employees become obsolete due to rapid changes in technology. With
automation and computerization, new skills become necessary.
(f) Due to changes in demand for goods and service, some new jobs are
created:
Retraining of existing staff is needed to handle new jobs.
Retraining may be required at all levels. But it is more common for rank and file
workers. This is so because technological changes make an immediate impact on these
people. Moreover, they are less equipped to for see their personal needs and therefore,
require greater assistance than other. Workers need refresher courses to help them recall
what they have forgotten. They require retraining when work tools and methods change
due to technological progress.