OBJECTIVES

Applicant completion rate –

This metric measures the number of
applicants who complete and submit a job
application. It provides insights into how
convenient or cumbersome a given
application process is.

Applicants per hire –

This metric helps determine the average
number of job applicants per job
opportunity. It is simple, trackable, and
measurable and tells volumes about how
convincing a job description is and how
compelling the employer’s brand is.

Time-to-fill –
This crucial recruiting metric helps
determine how long it takes a company to
fill a position once the opening has been
made public. It speaks volumes about the
efficiency of the recruitment process.

Cost of vacancy -
This metric can be considered a baseline
metric for tracking the revenue lost due to
an unfilled position. It can help employers
set priorities for open positions based on
the cost of va cancy of each role.
Turnover rate –
This metric helps determine how many
employees left an organization over a given
period. Although employee turnover is a
common phenomenon, a high turnover rate
is alarming.

Offer acceptance rate –

This metric helps determine the percentage
of applicants that accept a job offer. This
metric can help employers uncover how
appealing their job offers seem to
candidates, which also determines the
efficacy of their employer branding strategy.
Quality of hire –
This metric focuses on the value that newly
hired candidates add to the organization’s
culture and business. It helps employers
understand what percentage of onboarded
candidates have significantly contributed to
the company and meshed well with their
teammates.
 Acknowledgement

The station and suphoria that accompany the

successful completion of the project would be
incomplete without the mention of the people
who made it possible, I would like take the
opportunity to thank and express my deepest
gratitude to ‘Om Biomedics' and the corporate
mentor who have helped me throughout my
internship: [Mr. Aviral Giri] – for providing me
with valuable advice, guidance, and support
throughout the entire internship. I would also
like to express my gratitude to the college
faculty and my internship supervisor ( Dr.
Ashima Garg ) for her guidance, support and
feedback which made everything clear.
Executive Summary
TRAINING AND DEVELOPMENT

The efficient working of an organization

depends on efficiency or capability of personnel
working in an organization. Organizations and
individuals develop and progress
simultaneously for their survival and attainment
of mutual goals. Employees need to be trained
and developed to meet present job
requirements and future challenges. Training
and development is a specialized function and
one of fundamental operative functions of
Human Resource.

The purpose of training is to achieve a change

in behaviour of those trained and to enable
them to do their job better in order to achieve
this objective. Any training programme should
try to bring changes in:
  Knowledge- It helps a trainee to know facts,
policies, procedures and rules pertaining to
his job

 Skill- It helps him to increase his technical

and manual efficiency necessary to do the
job

 Attitude- It moulds his behaviour towards

his co-workers and supervisor and creates a
sense of responsibility in the trainee.

Training is a short term process utilizing a

systematic and organized procedure by which
managerial persons learn technical knowledge
and skills for a definite purpose.
The term “Training” and “Development” are
used synonymously. But they have different
meanings. While training is the act of increasing
the knowledge and skills of an employee for
doing a particular job.

Need for Training

Training is required on account of the following

reasons:

1. Job requirements
The employee selected for a job might lack the
qualifications required to perform the job
effectively. New and inexperience employees
require detailed induction to effective
performance on the job. In some cases the past
experience, attitudes and behavior patterns of
experienced persons may be inappropriate for
new organisation.

2. Technological Changes
The technology is changing fast. Increased use
of fast changing techniques requires training in
new technology. Now jobs utilising latest
technology require new skills. Both new and old
skills require training.

3. Organisational Viability
In order to servive and grow organisation must
continuously adopt itself to changing
environment. With increasing economic
liberalization and globalization in India.
Business firms we experiencing international
competition. So the firms must upgrade their
capabilities. An organization must build up a
second line of command through training in
order to meet the future needs for Human
Resource.

4. Internal Mobility
Training becomes necessary when an employee
moves from one job to another due to
promotion or transfer.
Thus there is an even present need for training
people so that new and changed techniques
may be takes advantage and improvements in
old methods are effected. Need for training has
increased due to growing complexity of jobs,
Increasing sing professional management,
growing uncertainties in the cement, global
competition, growing aspirations vast untapped
human potential ever increasing between plans
and results and suboptimal performance levels.
 Importance of Training
 Training enables management to face
the pressure of changing environment.
 Training usually results in an increase of
quantity and quality of output.
 Training needs to job satisfaction and higher
morale of employees.
 Trained workers need lesser supervision.
 Trained workers enable enterprise to face
competition.
 It moulds the employees’ attitudes and
helps them to achieve better co-operation
with in the organisation.
 Trained employees make better economic
use of materials and equipment resulting in
reduction of wastage and spoilage.
 Training instructs the worker towards beter
job adjustment and reduces the rate of
labour turnover and absenteeism.
 Types of Training

Training is required for several purposes,

Accordingly training programmes may be of
following types:

Orientation Training Induction Training

Induction training seeks to adjust newly
appointed employees to the work environment.
Every new employee needs to be made fully
familiar with his job, his supervisor and
subordinates with the rules and regulations of
the organization. The induction training creates
self confidence in new employees.

Job training
It refers to the training provided with a view to
increase the knowledge and skills for improving
performance of the job. Employees may be
taught the correct methods of handling
equipment and machines saved in the job. Such
training helps to reduce accidents, waste and in
efficiency in performance of the job.

Safety training
Training provided to minimise accidents and
damage to machinery is known as safety
training. It Involves instructions to perform the
work safely.

Promotional Training
It involves training of existing employees to
enable them perform high level jobs.
Employees with potential are selected and they
are given training before their promotion.
Refresher training
When the existing techniques become absolute
due to development of better techniques,
employees have to be trained in use of new
methods and techniques. Refresher training is
designed to revive and fresh knowledge and
update the skills of existing employees.

Remedial Training
Remedial training is arranged to overcome the
shortcomings in the behaviour and
performance of the old employees.Remedial
training shall be conducted by psychological
experts.
 SYTEMETIC APPROCH TO TRAINING

The flow chart given below shows various

stages of systematic approach so maiting and

Development
|
Identifying training
|
Needs
|
Setting training objectives and policy
|
Designing training programme
|
Conducting training
|
Follow up and Evaluation
Identifying training needs
All training needs must be related to the
specific needs of organisation and individual
employees. A training programme is launched
after the training needs are assessed and
identified clearly. The effectiveness of training
programme can be judged only with the help of
training needs identified in advance.

Organisational Analysis
It involves a sody of the entire organization in
terms of its objectives, it research, resource
allocation and utilization, growth potential and
its environment.

The organisational analysis includes the analysis

of:
  Short term and long term objectives of the
firm
 Allocation and efficient utilization of human
resources to meet the operational targets
 Organizational Climate including the
management’s attitude towards employees
 Environmental Scan to identify the factors
affecting organisation which it can control
and the Constraints which it can not.

Task role/Operational Analysis

It is systematic and detailed analysis of jobs in
identify job contents, the knowledge, skills and
aptitudes required and the work behaviour.
Attention is paid tasks to be performed,
methods used, the way employees have learnt
these techniques and performance standards
required is analysed in this stage. The purpose
of operation analysis is to decide what should
be taught.

Manpower Analysis
In this analysis the persons to be trained and
the changes required in the knowledge, skills
and attitude of an employee is determined.
First of all, it is necessary to decide whether
performance of employee is below standard
and training needed . Secondly it is decided
whether employee is capable of being trained.
Thirdly, the specific areas in which employee
requires training. Lastly, whether training will
improve employee’s performance or not is
determined.
Training can be relevant and viable if the three
types of analysis given above are carried out on
continuously.
Setting training objectives and policy
The overall aim of a training programme is to fill
in the gap between the existing and the desired
part of knowledge, skills and aptitudes.
Objectives of training express the gap between
the present and the desired performance levels.
The main objectives of training may be defined
as follows:
 To impart to new entrants the basic
knowledge and skills for efficient
performance definite task.
 To assist employees function more
efficiently by exposing them to latest
concepts,information and techniques and
developing the skills they require in the
particular job.
 To build up second line of competent
officers and prepare them to occupy more
responsible positions.
 The ideas the name minds of senior
managers through inerchange of experience
within and outside so as to currect the saw
outlocked den var specialiation While
setting training sectives, flowing criteria
may be used a) Nature and size of the
group trained hales and as to be coined out
by age group Relevance, applicability and
compatibility of esining to the work
situation Idemification of the behaviour
where changes requi Defining the existing
and desired betaine in terms of ratio,
frequency, quality of interaction,
repetitivemos, innovations and pervisions,
etc