EMPLOYEES TRAINING & DEVELOPMENT IN HCL, NOIDAReport submitte i! p"rti"# $u#$i##me!t o$ t%e re&uireme!ts $or t%e "'"r i$t%e ip#om" o$ PGDHRM()TOSHIMA *PADHYAYREGISTRATION NO+ ,-./-0012 1SYM(IOSIS CENTRE 3OR DISTANCE LEARNING 4SCDL5S)mbiosis (%"6"!, .-789( Go:%"#e Cross Ro",Moe# Co#o!), Pu!e91..-.7;ebsite< '''+s=#+!etN"me o$ t%e Pro>r"m< PGDHRM Spe=i"#is"tio!) O$$i=er54C%"irm"! & CEO 9 HCL I!$o s)stems5

VINEET NAYAR RANAEET NARSIMHAN ICEO, HCL Te=%!o#o>ies5Presie!t & CEO, 4HCL Te=%!o#o>ies Lt 9 (PO Ser6i=es5 2= S*MIT (HATTACHARYAVIAAY REDDY4EFe=uti6e Vi=e Presie!t54Se!ior Vi=e Presie!t E Te=%!o#o>)J

A+P+ RAOPA*L D*DD4Se!ior Vi=e Presie!t 9 Hum"! Resour=es54HR Dire=tor 9 I!ter!"tio!"# Oper"tio!sJ ANITA (ARNARD 4Ge!er"# M"!">er5

21A;ARDS & RECOGNITIONS22HCL TECHNOLOGIES+$%Technologies is "ndia6s /thlargest leading glo'al "TServices companies& providingsoftwareDled "T solutions& 1emote infrastructure management services and ;P*. +aving enteredthe glo'al "Tlandscape in1:::after its "P*& the companyfocuses onTransformational*utsourcing& wor#ing with client. The company leverages an e8tensive glo'al offshoreinfrastructure and its glo'al networ# of *ffices in 1@ countries to deliver solutions across selectverticalsincluding2inancial Services& 1etail 7$onsumer& %ifeSciencesI$linical 1esearchservices in$,and;iostatisticsJ 7+ealthcare& -erospace& -utomotive& Semiconductors&Telecomand,0I,edia70ntertainmentJ. 2orthefiscal yearending>une!=& 2==@& +$%Technologies& along with its su'sidiaries recorded revenues of (S L 1.@ ;illion and employed52&=== professionals. +$% ;P* Services provides a comprehensive range of 4oice/We' 'asedcontact andfront officeservices. "t represents+$%Technologies6 most significant strategic'usiness e8tension and investment to date. +$% ;P* Services currently operates out of variouslocations in "ndia& ,alaysia and )orthern "reland. +$% has its offices across the world with themajor development centers in Gol#ata& )oida& ;angalore and $hennai. HCL TECHNOLOGIES, SECTOR 8@, NOIDA2!+$% ;P*& a division of +$% Technologies %imited started its venture early in 2==1 and is now adominant player in the ;P* field drawing revenue of (S 2!2.15 ,illion. With *ver 11&/==professionals operating out of "ndia& (G and (S-& +$% ;P* runs 21 delivery centers. +$%;P* offers 2/A@ multi channels& multilingual support in eight 0uropean languages. +$% ;P* e8cels at developing relia'le and scala'le solutions for essential 'usiness Processes&consecutive with industry 'est practices and metricD'ased Buality norms. This is supported 'y athriving technology infrastructure& strong human resources& a customi?ed Training program andtransition framewor#. +$%Technologies on the other hand& focuses on Transformational*utsourcing& wor#ing with clients in areas that impact and reDdefine the core of their 'usiness.Thecompanyleveragesane8tensiveglo'aloffshoreinfrastructureanditsglo'al networ#ofoffices in 2! $ountries todeliver solutions across select verticals including2inancial Services& 1etail 7$onsumer& %ifeSciences 7+ealthcare& +iDTech7,anufacturing& Telecomand,edia 70ntertainment I,70J. +$%Technologies caters totheglo'al mar#et inareas li#eproduct0ngineering& research 7 development& enterprise 7 custom applications& infrastructure,anagement and ;P* services. 2/HCL (PO+$% ;P*& a division of +$% Technologies %imited started its venture early in 2==1 and is now adominant player in the ;P* field drawing revenue of (S 2!2.15 ,illion. With over 11&/==professionals operating out of "ndia& (G and (S-& +$% ;P* runs 21 delivery centres. +$%;P* offers 2/A@ multichannel& multilingual support in eight 0uropean languages.+$%'elievethat employees aretheregreatest strength. +$%committedtohiringtalentedindividualsandpromotingdiversityinthewor#placeandcommittedtoprovidingemployeeswiththeresources theyneedtoe8cel. +$%Pvalues your individuality6. +$%dedicatedtocreating a professional& fulfilling and challenging wor# environment 7 try to help you find theright 'alance 'etween your wor# and home life.

25CAREER DEVELOPMENT & GRO;THHCLstronglyfocusedoncareerdevelopmentandgrowthoftherepeople.Trainingisanongoing process at +$% ;P*. The training encompasses several s#illDsets pertaining to the voice aswell as nonDvoice processes and geared towards scaling up employees to ta#e on more comple8tas#s. "ts career development plan ensures that each candidate is provided constructive feed'ac#regularly and given clear visi'ility on areas of improvement.Commo! 3"st Tr"=:er De6e#opme!t pro>r"mis#"tio! Mor"#e "! Prou=ti6it) P"rti=ip"ti6e M"!">eme!t Promotio! Tr"!s$er "! Demotio! Or>"!iH"tio!"# De6e#opme!t Meeti!>s Or>"!iH"tio!"# (e%"6ior Or>"!iH"tio!"# Commitme!t Emp#o)ee Rese"r=% Hum"! Re#"tio! Mo6eme!t 3r"u Deterre!=e Time M"!">eme!t Or>"!iH"tio!"# Le"r!i!>!/ Ju"#it) S:i##s M"!">eme!t Su==essi6e P#"!!i!>TRADITIONAL AND MODERN APPROACH O3 TRAINING AND DEVELOPMENTTraditional Approach R ,ost of the organi?ations 'efore never used to 'elieve in training. Theywere holding the traditional view that managers are 'orn and not made. There were also someviews that training is a very costly affair and not worth. *rgani?ations used to 'elieve more ine8ecutive pinching. ;ut now the scenario seems to 'e changing. T%e modern approachof training and development is that "ndian *rgani?ations have reali?edthe importance of corporate training. Training is now considered as more of retention tool than a!5cost. The training system in "ndian "ndustry has 'een changed to create a smarter wor#force andyield the 'est results.TRAINING DE3INED"t is a learning process that involves the acCuisition of #nowledge& sharpening of #ills& concepts& rules& or changing of attitudes and 'ehaviours to enhance the performance f employees. Training is a'out the acCuisition of #nowledge& s#ills& and a'ilities IGS-J through professional development.IMPORTANCE O3 TRAINING & DEVELOPMENTT *ptimum (tili?ation of +uman 1esources R Training and evelopment helps in optimi?ing theutili?ation of human resource that further helps the employee to achieve the organi?ational goalsas well as their individual goals.!9T evelopment of +uman 1esources RTraining and evelopment helps to provide anopportunity and 'road structure for the development of human resources6 technical and'ehavioral s#ills in an organi?ation. "t also helps the employees in attaining personal growth.T evelopment of s#ills of employees R Training and evelopment helps in increasing thejo'#nowledgeands#illsofemployeesat eachlevel. "t helpstoe8pandthehori?onsofhuman intellect and an overall personalityof the employeesProductivityRTraining andevelopment helps in increasing the productivity of the 0mployee6s that helps the organi?ationfurther to achieve its longDterm goal.T Team spirit RTraining and evelopment helps in inculcating the sense of team wor#& teamspirit& and interDteamcolla'orations. "t helps in inculcating the ?eal to learn within theemployees.T *rgani?ation $ulture R Training and evelopment helps to develop and improve the organi?ational health culture and effectiveness. "t helps in creating the learning culture within the organi?ation. T Buality R Training and evelopment helps in improving upon the Cuality of wor# and wor#Dlife.T +ealth and Safety R Training and evelopment helps in improving the health and safety of the organi?ation thus preventing o'solescence.T ,orale R Training and evelopment helps in improving the morale of the wor# force.T "mage R Training and evelopment helps in creating a 'etter corporate image.T Profita'ility R Training and evelopment leads to improved profita'ility and more positive attitudes towards profit orientation.T Training and evelopment aids in organi?ational development i.e. *rgani?ation gets !@more effective decision ma#ing and pro'lem solving. "t helps in understanding and carrying out organi?ational policies.T Training and evelopment helps in developing leadership s#ills& motivation& loyalty& 'etter attitudes& and other aspects that successful wor#ers and managers usually display. THE TRAINING SYSTEM- System is a com'ination of things or parts that must wor# together to perform a particularfunction.-norgani?ationisasystemandtrainingisasu'systemoftheorgani?ation. TheSystem -pproach views training as a su' system of an organi?ation. System -pproach can 'e used to e8amine 'road issues li#e o'jectives& functions& and aim."testa'lishes a logical relationship 'etween the seCuential stages in the process of training needanalysis IT)-J& formulating& delivering& and evaluating. There are /necessaryinputs i.e.technology& man& material& time reCuired in every system to produce products or services. -ndevery system must have some output from these inputs in order to survive. The output can 'etangi'leorintangi'ledependingupontheorgani?ation6sreCuirement.- systemapproachtotraining is planned creation of training program. This approach uses stepD'yDstep procedures tosolve the pro'lems. (nder systematic approach& training is underta#en on planned 'asis.!

/5. The growth of electronic technology has created alternative training delivery systems. $;T does not reCuire faceDtoDface interaction with a human trainer. This method is so varied in its applications that it is difficult to descri'e in concise terms.MENTORING,entoring is an ongoing relationship that is developed 'etween a senior and junior employee.,entoring provides guidance and clear understanding of how the organi?ation goes to achieve itsvision and mission to the junior employeeSome #ey points on ,entoring ,entoring focus on attitude development $onducted for managementDlevel employees ,entoring is done 'y someone inside the company "t is oneDtoDone interaction"t helps in identifying wea#nesses and focus on the area that needs improvement AO( ROTATIONSome of the major 'enefits of jo' rotation are: "t provides the employees with opportunities to 'roaden the hori?on of #nowledge& s#ills& and a'ilities 'y wor#ing in different departments& 'usiness units& functions& and countries "dentification of Gnowledge& s#ills& and attitudes IGS-sJ reCuired/9 "t determines the areas where improvement is reCuired.O33 THE AO( TRAINING EThere are many management development techniCues that an employee can ta#e in off the jo'.The few popular methods are: S0)S"T"4"T. T1-")")3 T1-)S-$T"*)-% -)-%.S"S ST1-"3+T %0$T(10S/ %0$T(10S S",(%-T"*) 0A01$"S0STr"i!i!> E6"#u"tio!The process of e8amining a training program is called training evaluation. Training evaluationchec#swhethertraininghashadthedesiredeffect. Trainingevaluationensuresthat whethercandidates are a'le to implement their learning in their respective wor#places& or to the regularwor# routines.Purposes of Training 0valuationThe five main purposes of training evaluation are:2eed'ac#: "t helps in giving feed'ac# to the candidates 'y defining the o'jectives and lin#ing it to learning outcomes./@1esearch: "t helps in ascertaining the relationship 'etween acCuired #nowledge& transfer of #nowledge at the wor# place& and training.Co!tro#< "t helps in controlling the training program 'ecause if the training is not effective& then it can 'e dealt with accordingly.Power games: -t times& the top management Ihigher authoritative employeeJ uses theevaluative data to manipulate it for their own 'enefits.I!ter6e!tio!: "t helps in determining that whether the actual outcomes are aligned with thee8pected outcomes.. The fundamental aim of training is to help the organi?ation achieve its purpose 'y addingvaluetoits#eyresourceRthepeopleitemploys.Trainingmeansinvestinginthepeopletoena'lethemtoperform'etter andtoempower themtoma#ethe'est useof their naturala'ilities. -nytraininganddevelopment programme must containinputs whichena'le theparticipants to gain s#ills& learn theoretical concepts and help acCuire vision to loo# into distantfuture. /eme!t De6e#opme!ture . 5 is >i6e! more i! )our or>"!iH"tio!D RESPONSE NO+ O3 RESPONDENTS PERCENTAGESenior staffI+igher level managersJ 51=>unior staffI,iddle line managersJ1=2=9=)ew staff 1=2=;ased on reCuirement255=3i>ure /The a'ove graph indicates that5=K of employees felt that training is given mostly on the 'asis ofreCuirement whereas& 2=K of employees felt that it is given to juniorand new staffs.J 1+ ;%"t is t%e mostimport"!t b"rrier to Tr"i!i!> "! De6e#opme!tPro>r"mme i! )our or>"!iH"tio!DRESPONSE NO+O3 RESPONDENTS PERCENTAGE91Time 1=2=,oney < 19%ac# of interest 'y thetrainees12 2/)onDavaila'ility of s#illed trainer2= /=3i>ure 1Thea'ovegraphindicates that /= K of employees felt that& mostimportant'arrier to Training and evelopment in the organi?ation is )onDavaila'ility ofs#illed trainers whereas& time and lac# of interest 'y the trainees are also a 'arrier to T7 programme.92J8+ ;%"t moe o$ tr"i!i!> met%o is !orm"##) use i! )ourOr>"!iH"tio!DRESPONSE NO+O3 RESPONDENTS PERCENTAGE>o' rotation@ 1/08ternal training1! 29$onference/discussion1= 2=Programmedinstruction 1< !9*thers 2 / 3i>ure 89!The a'ove graph indicates that !9K of employee6s felt that programmedinstruction is mostly used in the organi?ation whereas& e8ternal training andconference/discussions are also used in the organi?ation. "t means that these !programmes are mostly used 'y the organi?ation.J7+ ;%"t t)pe o$ tr"i!i!> is bei!> imp"rte $or !e' re=ruitme!ts i! )our or>"!iH"tio!DRESPONSE NO+O3 RESPONDENTS PERCENTAGETechnical training15 !=,anagement training : 1i6e! $or " tr"i!i!> perio isDRESPONSENO+O3 RESPONDENTPERCENTAGESufficient 2 t%e tr"i!i!> sessio!sDRESPONSE NO+O3 RESPONDENTS PERCENTAGE-ll the o'jectives are met!=9=Some o'jectives are met @1/,et according to the need 1=2=)one of the o'jectivesare met!9 9@3i>ure 0The a'ove graph indicates that 9=K of employees felt that all the o'jectives are met during training sessions. "t means training sessions are running successfully in the organi?ation. J@+ Does t%e tr"i!i!> pro>r"mme %e#p i! )our ="reer "6"!=eme!tDRESPONSE NO+O3 RESPONDENT PERCENTAGEStrongly agree 2! /9-gree 1: !ure @The a'ove graphshows that Ser6i=e A'"r The %ong Service -ward recogni?es an employee6s contri'ution towards the company. "t is an appreciation of the part played 'y the employee in the journey of +$%. The %ong Service -ward @!is given to employees on completion of 5 years& 1= years& 15 years& 2= years& 25 years and != years of service with +$%. 0mployees are awarded with trophies and recognition letters from $0* and chairman.

The organi?ation follows an effective training process and the training is mostly given to those employee6s who need it. ;ut the most important 'arrier for the training process is nonDavaila'ility of s#illed trainer. -s the wor#load is much on employee6s therefore less attention is given to training sessions 'y the employee6s. CHAPTER 7< CONCL*SION & RECOMMENDATION 7+. Su>>estio! "! re=omme!"tio!@/ To ma#e the training and development process an entirely in house activity to reduce the cost.The ma8imum emphasis will 'e given to jo' instruction methods where the trainee are made to understand their jo' thoroughly and the role they aregoing to play in performing their jo'.%ecture as well as the presentation is the major part of imparting the 0ducation.The training o'jective will 'e in #eeping with needs and a'ilities of the traineeand it will 'e the major reason for success of the training as whole...The trainee fill the feed'ac# form and from time to time test are conducted to #now the gauge the effectiveness of training to employee to chec# their memory if they retain anything or not. Stress management training is more important for employee as it was o'served that people are all the time in tension li#e situation as to how to do what to do when to do& no time and things li#e that which #ept them tensed all time.Co!=#usio!The study concludes that& a solid employeeDdevelopment programcan mean thedifference 'etween a successful company and one that struggles. "ndeed& the companyHs@5chances for growth are closely aligned with its commitment toward fostering employeedevelopment. ,oreandmorewor#ersareloo#ingforemployerswhocanhelpthemincrease their #nowledge and s#ills. "tHs no longer enough to offer a conventional 'enefitspac#age. $ompanies that want to attract DD and retain DD valua'le people on staff need toactively participate intheir employeesH growth anddevelopment. "tHs rewarding foremployeestoe8pandtheir#nowledge'aseandta#eonnewchallenges& asit ma#escoming to wor# a'out more than just a paychec#. Pairing newer& less e8perienced employees with more e8perienced employees is a great way forpeople to learn fromone another. ,entors can serve as a sounding 'oard for youngeremployees& and can provide jo' coaching& advice on career development& and introductions toother professionals in the industry. ,entors often help their charges to see the S'igger pictureSwhenit comestotheir wor#inglife. -nd& at thesametime& mentorsthemselves cangainvalua'le insight from their protQgQs and 'ecome 'etter managers. "nvesting in the employeesH continuing education demonstrates that the company values its people and wants them to grow. 0ven after an individual joins an organi?ation and the ShoneymoonS period has passed& companies should continue to provide training on an ongoing 'asis for any s#ills that may 'e pertinent to the employeeHs jo'.0mployees appreciate jo' security& 'ut in order to grow professionally& people want and neednew responsi'ilities. 3iving the employees opportunities to grow within the company lets them#now that they value their past contri'utions and have faith in their a'ilities to ta#e on greaterchallenges. %et people #now when new positions are availa'le in the company 'efore openingup those jo's to outside applicants& and 'e sure to give first consideration to inDhousecandidates. *ften& employees want to ma#e suggestions a'out the way things are done 'ut donHt have a wayto voice their ideas. evelop a method that ma#es it easier for staffers to share their creativeideas or suggestions with top management. @9(I(LIOGRAPHY@@(OOBS9+uman resource management I$.;.3uptaJ+uman resource management IStphens P. 1o'insJ 0mployee6s training 7 developmemt I)eo 1aymond -.JINTERNET9www.hcl.inwww.wi#ipedia.orgwww.hclinfosystems.inwww.hcltech.comwww.hclcdc.in@ree A>ree P"rt#) ">ree C"!t s")/5 To '%om t%e tr"i!i!> is >i6e! more i! )our or>"!iH"tio!D Se!ior st"$$ 4Hi>%er #e6e# m"!">ers5 Au!ior st"$$ 4Mi#e #i!e m"!">ers5 Ne' st"$$ ("se o! re&uireme!t15 ;%"t is t%e most import"!t b"rrier to tr"i!i!> "! e6e#opme!t pro>r"mme i! )our or>"!iH"tio!D@: Time Mo!e) L"=: o$ i!terest b) t%e tr"i!ees No! "6"i#"bi#it) o$ s:i##e tr"i!er85 ;%"t moe o$ tr"i!i!> met%o is !orm"##) use i! )our or>"!iH"tio!D Aob rot"tio! EFter!"# tr"i!i!> Co!$ere!=eIDis=ussio! Pro>r"mme i!stru=tio! Ot%ers75 ;%"t t)pe o$ tr"i!i!> is bei!> imp"rte $or !e' re=ruitme!ts i! )our or>"!iH"tio!D Te=%!i="# tr"i!i!> M"!">eme!t tr"i!i!> Prese!t"tio! s:i## I!u=tio! tr"i!i!> Ot%ers25 T%e time ur"tio! >i6e! $or " tr"i!i!> perio isD Su$$i=ie!t To be eFte!e To be s%orte!e M"!">e"b#eree to '%i=% t%e tr"i!i!> obGe=ti6e "re met uri!> t%e tr"i!i!> sessio!sD A## t%e obGe=ti6es "re met Some obGe=ti6es "re met Met "==ori!> to t%e !ee No!e o$ t%e obGe=ti6es "re met@5 Does t%e tr"i!i!> pro>r"mme %e#p i! )our ="reer "6"!=eme!tD Stro!>#) ">ree A>ree Neutr"# Dis">ree

.-5 Ho' #o!> 'i## it t":e to imp#eme!t t%e tr"i!e pro=essD