PROJECT REPORT

ON

"TRAINING AND DEVELOPMENT IN HCL"

A PROJECT REPORT SUBMITTED IN PARTIAL FULFILLMENT OF DEGREE
OF THE REQUIREMENTS FOR THE AWARD OF THE DEGREE OF
BACHELOR OF BUSINESS ADMINISTRATION (B & I)

To
GURU GOBIND SINGH INDRAPRASTHA UNIVERSITY
BY:
PRATEEK BANSAL
Enroll NO- 06390201812
(B.B.A 6th SEM)
Under the guidance of
Mrs. Rineet kaur

SRI GURU TEGH BAHADUR INSTITUTE OF

MANAGEMENT & INFORMATION TECHNOLOGY
(Affiliated from Guru Gobind Singh Indraprastha University, Delhi)

DECLARATION
I, PRATEEK BANSAL hereby declare that the project work on Comparative
and TRAINING AND DEVELOPMENT IN HCL submitted to the Guru
Gobind Singh Indraprastha University is a record of an original work done by
me under the guidance of Ms. Rineet kaur, Faculty Member, Sri Guru Tegh
Bahadur Institute of Management and Information Technology.

........................................
Signature of the Scholar
Place: DELHI

Name: PRATEEK BANSAL

Date:

Enrollment No. 06390201812

CERTIFICATE
This is to certify that the project titled "Training and development in HCL"
is an academic work done by "PRATEEK BANSAL" submitted in the partial
fulfillment of the requirement for the award of the degree of Bachelor of
Business Administration from SRI GURU TEGH BAHADUR INSTITUTE
OF MANAGEMENT AND INFORMATION TECHNOLOGY, Delhi under
the guidance and direction to the best of my knowledge and belief te data and
information presented has not been submitted earlier

Signature of Director
(Prof.) Dr. P.L. Sethi

Signature of Project Incharge

Ms. Inderpreet Kaur

Signature of Guide
Ms. Rineet kaur

Place: DELHI
Date:

Signature of Scholar
PRATEEK BANSAL
Enrollment No. 06390201812

ii

ACKNOWLEDGEMENT
With profound sense of gratitude and regard, I express my sincere thanks to my
guide and mentor Mrs. RINEET KAUR for her valuable guidance and the
confidence she installed in me, that helped me in the successful completion of
this project report. Without her help, this project would have been a distant
affair. Her thorough understanding of the subject and the professional guidance
is indeed of immense help to me is also thankful to the faculty member of our
institute who cooperated with me and gave me their valuable time.

...............
......................
Signature of the Scholar
Place: Delhi

Name: PRATEEK BANSAL

Date:

Enrollment No. 06390201812

iii

TABLE OF CONTENTS
Chapter No.

1.

2.

3.

TITLE

Page No.

Declaration

Certificate

ii

Acknoweldgement

iii

INTRODUCTION

1.1

Brief History of IT Industry

1.2

Major steps taken for Promotion of IT Industry

1.3

Indian Hardware Pipe Dream or Gold Rush?

COMPANY PROFILE

11

2.1

Profile

11

2.2

Problems of the Company

19

2.3

Competition Information

19

2.4

SWOT Anlysis

27

RESEARCH METHODOLOGY

29

3.1

Objectives

29

3.2

Scope of the Study

30

3.3

Methodology

30

4.

DATA ANALYSIS AND INTERPRETATION

35

5.

FINDINGS AND RECOMMENDATIONS

54

5.1

Findings

54

5.2

Recommendations

55

BIBLIOGRAPHY

56

ANNEXURE

57

Questionnaire

iv

CHAPTER 1
INTRODUCTION
1.1

BRIEF HISTORY OF IT INDUSTRY IN INDIA

The vision of Information Technology (IT) policy is to use IT as a tool for

raising the living standards of the common man and enriching their lives.
Though, urban India has a high internet density, the government also wants PC
and Internet penetration in the rural India.
In Information technology (IT), India has built up valuable brand equity in
the global markets. In IT-enabled services (ITES), India has emerged as the
most preferred destination for business process outsourcing (BPO), a key
driver of growth for the software industry and the services sector.
India's most prized resource in today's knowledge economy is its readily
available technical work force. India has the second largest English-speaking
scientific professionals in the world, second only to the U.S.
According the data from ministry of communication and information
technology, the ITES-BPO industry has grown by about 54 per cent with
export earnings of US$ 3.6 billion during 2005-06. Output of the Indian
electronics and IT industry is estimated to have grown by 18.2 per cent to
Rs. 1,14,650 crore in 2006-07.
The share of hardware and non-software services in the IT sector has
declined consistently every year in the recent past. The share of software
services in electronics and IT sector has gone up from 38.7 per cent in 199899 to 61.8 percent in 2005-06. However, there has been some welcome
1

acceleration in the hardware sector with a sharp deceleration in the rate of

decline of hardware's share in electronics and IT industry. Output of
computers in value terms, for example, increased by 36.0, 19.7 and 57.6 per
cent in 2003-04, 2004-05, and 2005-06, respectively.
All the sub-sectors of the non-software component of electronic and IT
industry grew at over 8 per cent in 2005-06, but this was far below the rate
of growth of software services. Overall, after declining precipitously from
61.4 per cent in 1998-99 to 40.9 percent in 2001-02, the share of hardware in
this important industry declined only marginally to 38.2 percent in the
subsequent years.
Export markets continue to dominate the domestic segment. The size of the
domestic market in software relative to the export markets for Indian
software, which was 45.2 percent in 2002-03, after declining rapidly to 29.8
percent in 2003-04, fell only to 29.1 percent and 27.7 per cent in the two
subsequent years.
Value of software and services export is estimated to have increased by 30
percent to US$12.5 billion in 2005-06. The Software Technology Parks of
India have reported software exports of Rs. 31,578 crore (US$ 6,947
million) during April - December 2005- 06 as against Rs. 22,678 crore (US$
4,913) during the corresponding period last year.
The annual growth rate of India's software exports has been consistently
over 50 percent since 1991. No other Indian industry has performed so well
against the global competition.

According to a NASSCOM-McKinsey report, annual revenue projections for

Indias IT industry in 2008 are US $ 87 billion and market openings are
emerging across four broad sectors, IT services, software products, IT
enabled services, and e-businesses thus creating a number of opportunities
for Indian companies. In addition to the export market, all of these segments
have a domestic market component as well.
The IT-enabled service industry in India began to evolve in the early nineties
when companies such as American Express, British Airways, GE and
Swissair set up their offshore operations in India.
Today a large number of foreign affiliates operate IT-enabled services in
India. The different service lines of IT enabled services off shored to India
include customer care, finance, human resources, billing and payment
services, administration and content development

1.2

MAJOR STEPS TAKEN FOR PROMOTION OF IT

INDUSTRY

With the formation of a ministry for IT, Government of India has taken a major
step towards promoting the domestic industry and achieving the full potential of
the Indian IT entrepreneurs. Constraints have been comprehensively identified
and steps taken to overcome them and also to provide incentives.
In order to broaden the internet base, the Department of Information
technology has also announced a programme to establish State Wide Area
Network (SWAN) up to the block level to provide connectivity for egovernance. The Department has also set up Community Information
Centres (CICs) in hilly, far-flung areas of the North-East and Jammu and
3

Kashmir to facilitate the spread of benefit of information and

communication technology. It is also proposed to set up CICs in other hilly,
far-flung areas of the country like Uttaranchal, Andaman & Nicobar and
Lakshadweep.
A number of steps have been taken to meet the challenge of zero duty
regime in 2005-06 under the Information Technology Agreement (ITA-1).
Tariffs on raw materials, parts, other inputs and capital goods have been
rationalized to make domestic manufacturing viable and competitive.
In order to broaden the internet base, the Department of Information
technology has also announced a programme to establish State Wide Area
Network (SWAN) up to the block level to provide connectivity for egovernance. The Department has also set up Community Information
Centres (CICs) in hilly, far-flung areas of the North-East and Jammu and
Kashmir to facilitate the spread of benefit of information and
communication technology. It is also proposed to set up CICs in other hilly,
far-flung areas of the country like Uttaranchal, Andaman & Nicobar and
Lakshadweep.
A number of steps have been taken to meet the challenge of zero duty
regime in 2005-06 under the Information Technology Agreement (ITA-1).
Tariffs on raw materials, parts, other inputs and capital goods have been
rationalized to make domestic manufacturing viable and competitive.

1.3

INDIAN HARDWARE PIPE DREAM OR GOLD RUSH?

For the beleaguered Indian hardware industry, survival is often more important
than growth. Yet, a recent MAIT-Ernst & Young study said that this very
industry could zoom to revenues of $62 billion by 2010.
IT hardware manufacturing in India is a classic case of the chicken and egg
syndrome. Should we wait for the market to grow to high volumes that
justify creating a manufacturing base in India, or should we just kick-start
manufacturing so that prices then come down and thereby create volumes?
The debate has raged on long enough and no consensus seems to be
emerging. Rather, things took a turn for the worse with recent years
witnessing a perceptible decline in manufacturing activity. Therefore, when
a recent MAIT study, conducted jointly with Big Five firm Ernst & Young,
concluded that the Indian hardware industry had the potential to reach a size
of $62 billion by 2010, it not only raised many an eyebrow, but derisive
laughter from sceptics.
Sample some salient conclusions of the study which paint a rosy future for
India Hardware Inc: By 2010, the Indian hardware industry has the potential
to grow to twelve times its existing market size, with the domestic market
accounting for $37 billion and exports accounting for another $37 billion.
The study has identified major export opportunities in the areas of
innovative new devices, contract manufacturing and design services. The
study says that component exports offers an opportunity worth $5 billion,
while that of design and related services in embedded systems and wireless
telecommunication services can bring in another $7 billion by 2010. Further,
ambitious projections have been made in the area of contract manufacturing,

which represents a $11 billion opportunity if India succeeds in capturing a

share of only 2.2 percent of the global pie by 2010.
Though the rosy projections look good on paper, is this growth really
possible? Sceptics deride the study as an attempt by the hardware industry to
copy its software counterpart, which has been tom-tomming Nasscom and
McKinseys projection of $87 billion in software revenues by 2008. MAIT
officials are however quite upbeat. Says Vinay Deshpande, president of
MAIT, There are four key steps which we need to take to make India a
manufacturing-friendly country. Firstly, market India as a hardware
destination and build a brand akin to software. Making India manufacturingfriendly through improvements in infrastructure and logistics should follow
this. We should also emphasise on design and innovation through the
development of Indian solutions for Indian needs. All these initiatives need
to be backed up by the government with adequate funds.
The bright side
For a country whose economy is so heavily dependent on agriculture, a vibrant
hardware industry has the potential to generate three million jobs, especially for
Indians who come from economically underprivileged sections, who arent very
highly educated. So, in the words of Deshpande, the hardware industry can be
some sort of a panacea for Indias unemployment problem. Also, with the size
of the contract manufacturing industry expected to be over $500 billion by the
year 2010, Indian firms could grab a significant chunk of the pie in a manner
pretty similar to Indias emergence as a key player in the global BPO stakes.
And, with a potentially huge market in embedded systems emerging, Indian
firms with the right mix of hardware and software can be big players here. For

the record, of all the high-end processors produced in the world, only 6 percent
are used in PCs and the remaining 94 percent are used in entertainment
electronics,

non-PC

devices,

communication

products

and

embedded

electronics.
1. The hardware revolution is also essential for the continued high growth
of the software industry. As Vinnie Mehta, director of MAIT, puts it:
India can lose out on the software advantage it has already built up, and
the future potential, if
2. It does not concentrate on the hardware front. For example, the estimated
domestic hardware requirement by 2008 to meet the software target of
$87 billion is $160 million.
And now the problems
But before India Inc. can go into ballistic mode on the hardware front, there are
lots of serious issues that need to be addressed. Issues like lack of local
availability of input raw material, ever changing government policies,
inconsistent sales tax structures in different states, high interest rates, customs
duties on capital goods, poor infrastructure, inordinately long and variable
transit times all add to uncertainty, delays and increased costs. Something that
hardware manufacturers dread. Explains Manoj Churra, country managermanufacturing, IBM India, Everyone in India cribs about duty, but even China
has a similar duty structure. The main reason why companies prefer to locate
their manufacturing operations in China is because customs processing in China
is much faster. Here, even after a manufacturers raw material arrives at a port
it might take another month or so before the goods reach his factory. In the fast

changing world of technology, thats virtually suicidal for companies into

hardware manufacturing. Besides, labour laws in China are also very flexible.
In India, laments Raj Saraf, chairman and managing director of Zenith
Computers, there are a lot of restrictions for the hardware industry. The
software industry has grown in leaps and bounds simply because there have
been no restrictions. On the other hand, even if I do manufacture in an SEZ
in India, I cannot sell my products in the domestic market. The government
says everything should be exported. But it should realise that the industry
will always flock to an area where there are least restrictions. The
government can also take a cue from the fact that if the industry is allowed
to grow to three times the size it currently is today, it can earn more tax from
its revenues.
The manufacturing industry in India also suffers from a lack of proper
environmental standards. With environmental concerns mainly ignored or
casually overlooked by Indian corporates, MNCs desist from setting up
manufacturing bases here since there is no compliance with ISO 14000
standards, which deal with environmental issues.
On the design front too, there are lots of opportunities left to be explored.
Design exports are a $7 billion opportunity in areas like embedded systems
and wireless telecommunications. While Indian firms do some work on
hardware design exports, many unfortunately show this as software exports
to avoid tax. Fact is, some experts say a robust design sector could play a
huge role in bringing down PC prices too a significant reason why PC
penetration remains low in India. For example, on a CPU that costs $150,
the material cost is not even $4. Adds Deshpande, If we can get a design,

like say a PII, made either by ourselves or if we can get the government to
buy out a design and start manufacturing here, this would bring costs down
substantially in PCs.
The silver lining
The Indian hardware industry could learn a thing or two from the Taiwanese
hardware industry, where companies started off as component assemblers some
years ago. Today, the same firms are world leaders, and in fact outsource their
manufacturing designs to other countries. A majority of Taiwanese firms are
now original manufacturers of chipsets.
Another instance that could inspire companies to set up local manufacturing
bases is the example of D-Link. D-Link is one of the very few hardware
companies in India that does local manufacturing. Recently, the company
tied up with Taiwan-based Gigabyte Technology to manufacture and market
motherboards locally. D-Link will manufacture approximately 30,000
motherboards per month. Besides giving D-link a key advantage in terms of
technology, it also means utilisation of D-Links manufacturing facilities.
The cost savings per motherboard when manufactured here works out to be
approximately $5. Hence, if volumes are huge, it does makes sense to
outsource contract manufacturing to India.
And for sceptics who doubt the quality of Indian products, Ram Agarwal,
managing director, Wipro ePeripherals has a ready answer, Doubting
Thomass who keep on questioning the quality of Indian products should
know that Legend computers, the largest maker of PCs in China, buys
network interface cards from India.

Going forward, if the government and the hardware industry proactively

decide to work together and solve issues rather than have one hand
clamouring for duty concessions, and the other avoiding issues, the Indian
hardware industry could definitely go the software way-as MAIT and Ernst
& Young have said. The only question to ask is whether the government and
the industry are up to it.

10

CHAPTER 2
COMPANY PROFILE
2.1

OVERVIEW

HCL Infosystems Ltd is one of the pioneers in the Indian IT

market, with its origins in 1976. For over quarter of a
century, we have developed and implemented solutions for
multiple market segments, across a range of technologies in India. We have
been in the forefront in introducing new technologies and solutions. The
highlights of the HCL saga are summarised below:

11

Y E AR

H I G H LI G HTS
- Foundation of the Company laid

1976

- Introduces microcomputer-based programmable calculators

with wide acceptance in the scientific / education community
- Launch of the first microcomputer-based commercial

1977

computer with a ROM -based Basic interpreter

- Unavailability of programming skills with customers results
in HCL developing bespoke applications for their customers

1978

1980

1981

- Initiation of application development in diverse segments

such as textiles, sugar, paper, cement , transport
- Formation of Far East Computers Ltd., a pioneer in the
Singapore IT market, for SI (System Integration) solutions
- Software Export Division formed at Chennai to support the
bespoke application development needs of Singapore
- HCL launches an aggressive advertisement campaign with
the theme ' even a typist can operate' to make the usage of
computers popular in the SME (Small & Medium Enterprises)

1983

segment. This proposition involved menu-based applications

for the first time, to increase ease of operations. The response
to the advertisement was phenomenal.
- HCL develops special program generators to speed up the
development of applications

1985

- Bank trade unions allow computerisation in banks . However

, a computer can only run one application such as Savings
Bank, Current account , Loans etc.
12

- HCL sets up core team to develop the required software ALPM ( Advanced Ledger Posting Machines ) . The team uses
reusable code to reduce development efforts and produce more
reliable code . ALPM becomes the largest selling software
product in Indian banks
- HCL designs and launches Unix- based computers and IBM
PC clones
- HCL promotes 3rd party PC applications nationally
- Zonal offices of banks and general insurance companies
adopt computerization
- Purchase specifications demand the availability of RDBMS
1986

products on the supplied solution (Unify, Oracle). HCL

arranges for such products to be ported to its platform.
- HCL assists customers to migrate from flat-file based
systems to RDBMS
- HCL enters into a joint venture with Hewlett Packard
- HP assists HCL to introduce new services: Systems
Integration, IT consulting, packaged support services
( basicline, teamline )

1991
- HCL establishes a Response Centre for HP products, which
is connected to the HP Response Centre in Singapore.
- There is a vertical segment focus on Telecom, Manufacturing
and Financial Services
1994

- HCL acquires and executes the first offshore project from

13

IBM Thailand
- HCL sets up core group to define software development
methodologies
- Starts execution of Information System Planning projects
1995

- Execution projects for Germany and Australia

- Begins Help desk services
- Sets up the STP ( Software Technology Park ) at Chennai to

1996

execute software projects for international customers

- Becomes national integration partner for SAP

1997

1998

- Kolkata and Noida STPs set up

- HCL buys back HP stake in HCL Hewlett Packard
- Chennai and Coimbatore development facilities get ISO
9001 certification
- Acquires and sets up fully owned subsidiaries in USA and

1999

UK
- Sets up fully owned subsidiary in Australia
- HCL ties up with Broadvision as an integration partner

2002

- Sets up fully owned subsidiary in Australia

- Chennai and Coimbatore development facilities get SEI
Level 4 certification
- Bags Award for Top PC Vendor In India
- Becomes the 1st IT Company to be recommended for latest
version of ISO 9001 : 2000
- Bags MAIT's Award for Business Excellence

14

- Rated as No. 1 IT Group in India

-Launched Pentium IV PCs at below Rs 40,000
2003

-IDC rated HCL Infosystems as No. 1 Desktop PC Company

of 2003
-Declared as Top PC Vendor by Dataquest
-HCL Infosystems & Sun Microsystems enters into a

2004

Enterprise Distribution Agreement

- Realigns businesses, increasing focus on domestic IT,
Communications & Imaging products, solutions & related
services
- Became the first vendor to register sales of 50,000 PCs in a
quarter
- First Indian company to be numero uno in the commercial
PC market
- Enters into partnership with AMD

2005

- Launched Home PC for Rs 19,999

- HCL Infosystems' Info Structure Services Division received
ISO 9001:2000 certification
- Launches Infiniti Mobile Desktps on Intel Platform
- Launched Infiniti PCs, Workstations & Servers on AMD
platform

2006

- 1st to announce PC price cut in India, post duty reduction,

offers Ezeebee at Rs. 17990
- IDC India-DQ Customer Satisfaction Audit rates HCL as
No.1 Brand in Desktop PCs
15

- Maintains No.1 position in the Desktop PC segment for year

2005
- Enters into partnership with Port Wise to support &
distribute security & VPN solutions in India
- Partners with Microsoft & Intel to launch Beanstalk Neo PC
- Becomes the 1st company to cross 1 lac unit milestone in the
Indian Desktop PC market
- Partners with Union Bank to make PCs more affordable,
introduces lowest ever EMI for PC in India
- Launched RP2 systems to overcome power problem for PC
users
- Registers a market share of 13.7% to become No.1 Desktop
PC company for year 2006
- Crosses the landmark of $ 1 billion in revenue in just nine
months
HCL INFOSYSTEMS LTD.
HCL Infosystems is India's premier information enabling company. Leveraging
its 28 years of expertise in total technology solutions, HCL Infosystems offers
value-added services in key areas such as system integration, networking
consultancy and a wide range of support services.

HCL Infosystems is among the leading players in all the segments

comprising the domestic IT products, solutions and related services,
which includes PCs, servers, networking products, imaging &
communication products.

16

Continuously meeting the ever increasing customer expectations and

applications, its focus on integrated enterprise solutions has strengthened
the HCL Infosystems' capabilities in supporting installation types ranging
from single to large, multi-location, multi-vendor & multi-platform
spread across India. HCL Infosystems, today has a direct support force of
over 2000+ members, is operational at 300+ locations across the country
and is the largest such human resource of its kind in the IT business. A
majority of the team members have been specially trained in a variety of
supporting solutions, the company's key focus area.

HCL Infosystems' manufacturing facilities are ISO 9001 - 2000 & ISO
14001 certified and adhere to stringent quality standards and global
processes. With the largest installed PC base in the country, four
indigenously developed and manufactured PC brands - 'Infiniti',
'Busybee' 'Beanstalk' and 'Ezeebee' - and its robust manufacturing
facilities; HCL Infosystems aims to further leverage its dominance in the
PC market. It has been consistently rated as Top player in PC industry by
IDC .The 'Infiniti' line of business computing products is incorporated
with leading edge products from world leaders such as Intel. A fully
integrated and business-ready family of servers and workstations, the
'Infiniti Global Line' is targeted at medium and large companies to help
them to manage their enterprise-related applications. It has considerable
dominance in verticals like Finance, Government, and Education &
Research.

The Channel Business of HCL Infosystems has an extensive network of

over 2500+ resellers across 300 locations. It has actively promoted the
penetration of PCs in the home and the small office/home office (SOHO)
17

segments, through Beanstalk, Ezeebee & Busybee PCs and Toshiba

Laptops.

HCL Infosystems has two focused business units. While HCL

Infosystems concentrates on the IT products, solutions and related
services business, HCL InfiNet focuses on the rapidly growing
communication and imaging products, solutions and services industry.

HCL InfiNet, with a presence in more that 35 cities, has the ability to
service around 250 cities in its catchment area. It provides corporate
networking services like Virtual Private Network, Broadband Internet
Access, Hosting & Co-location services, designing & deploying Disaster
Recovery Solutions & Business Continuity solution, Application
Services, Managed Security Services & NOC Services over its state-ofthe-art IP network to over 200 corporates. With the Office Automation
(OA) Division being part of it, HCL InfiNet now has an exclusive sales
and support partnership with Toshiba Corporation, Japan, for its
photocopier products. The product portfolio covers a range of other office
automation and communication products through alliances with world
leaders - including Duprinters from Duplo, data projectors from InFocus,
Telecommunication solutions from Samsung and Ericsson and mobile
communication products from Nokia. HCL Infinet Ltd. has a strong and
dedicated retail network of Nokia Professional Centres, Nokia Priority
Dealers and Re-distribution Stockist across the country.

HCL has closely seen the IT industry rise from scratch, and has actively
participated in its progress. During the twenty-eight year journey, it has

18

picked up valuable lessons in serving the IT needs of the Indian customer

and gathered domain expertise to successfully service various businesses.

As a leading information enabler, HCL Infosystems has long standing

relationships with world technology leaders such as SUN for enterprise
computing solutions, Intel and AMD for PCs & PC Servers; Microsoft,
Novell and SCO for operating systems and software solutions; Toshiba
Corp. for business automation equipment; SAP AG for specialist ERP
solutions; and Oracle, Sybase and Informix for RDBMS platform, EMC,
Veritas for storage solutions. The aim is to straddle the entire landscape
of information enabling technology far more comprehensively,
effectively and competitively. Indeed, a vision to create enterprises of
tomorrow.

19

2.2 PROBLEMS OF THE ORGANIZATION

Service delivery / Logistics perception is weak
Negative Environment
Top management takes large amount of time to approve high value loan
borrowers.

2.3 COMPETITION INFORMATION

HP INDIA
Stanford University classmates Bill Hewlett and Dave Packard founded HP in
1939. The company's first product, built in a Palo Alto garage, was an audio
oscillator - an electronic test instrument used by sound engineers. One of HP's
first customers was Walt Disney Studios, which purchased eight oscillators to
develop and test an innovative sound system for the movie "Fantasia".
Since their first year in business in1939, HP has given back to the communities
in which they do business in the form of philanthropic donations of money,
equipment and time.
HP having acquired COMPAQ now markets Laptops under two brands, being
HP and COMPAQ. They are renowned for their technological excellence and
innovation. They are global leaders in personal computer and other hardware
manufacturing. In India, they have carved a niche for themselves and have 37%
market share in the Laptop market.

20

Currently, they're employing new models of engagement and new business and
technology solutions to enable more people to participate in the world economy
via information technology. They are ~

Globally in inkjet, all-in-one and single-function printers, mono and color

laser printers, large-format printing, scanners, print servers, and ink and
laser supplies

Globally in total server revenue and shipments

Globally in total disk storage systems, total external disk storage

systems and open storage area networks

Globally in network and system management software

Globally in notebook PCs

Globally in Pocket PCs

Globally in PC revenues

Globally in handhelds

Globally in IT services

HP is a technology solutions provider to consumers, businesses and institutions

globally. The company's offerings span IT infrastructure, personal computing
and access devices, global services and imaging and printing for consumers,
enterprises and small and medium businesses.
Their $4 billion annual R&D investment fuels the invention of products,
solutions and new technologies, so that they can better serve customers and

21

enter new markets. They invent, engineer and deliver technology solutions that
drive business value, create social value and improve the lives of our customers.
The 2002 merger with Compaq Computer Corporation forged a dynamic,
powerful team of 140,000 employees with capabilities in 178 countries doing
business in more than 40 currencies and more than 10 languages. Chairman and
CEO Mark Hurd leads HP, which has corporate headquarters in Palo Alto,
California.
Compaq Computer Corporation was formed after a 1982 meeting in a Houston,
Texas, pie shop. Together, employees in the new HP share a passion for
satisfying customers, an intense focus on teamwork, speed and agility, and a
commitment to trust and respect for all individuals.

LENOVO
Lenovo is an innovative, international technology company formed as a result
of the acquisition by the Lenovo Group of the IBM Personal Computing
Division. As a global leader in the PC market, they develop, manufacture and
market cutting-edge, reliable, high-quality PC products and value-added
professional services that provide customers around the world with smarter
ways to be productive and competitive. The company employs more than
19,000 people worldwide.
Lenovo has outperformed top competitors in customer satisfaction with PC
hardware quality, reliability and product design features, according to the
Technology Business Research (TBR) 2Q 2006 "Corporate IT Buying Behavior
and Customer Satisfaction Study: Notebooks."
Highlights include the following as likely drivers of Lenovo's leading position:

22

Lenovo achieved significantly lower notebook PC failure rates than

industry averages.
The use of Active Protection System, an air-bag like mechanism that
protects the hard drive, is found to reduce hard drive failures by 30% as
compared to other systems.
Lenovo's customer complaint management was identified as a strong
differentiator for its proactive approach to remediate customers'
technology-related concerns.
Lenovo is a well recognized and respected brand in the Laptop market in India.
They have about 18% share in the market and are known for their fabulous
customer service and sufficient warranty. They are vying for the top spot in the
Indian market and use aggressive marketing strategies.
They base our success on their customers achieving their goals ~ productivity in
business and enhancement of personal life.
In 1981, IBM envisioned computing at a new level a personal level to
extend the power and the productivity of information technology from the
mainframe to the individual, at home and at work. That vision led to the
founding of a new unit within IBM, the Personal Computing Division, which
virtually invented personal computing
In 1984, 11 computer scientists in Beijing, China also had a vision to create a
company that would bring the advantages of information technology to the
Chinese people. The company they founded, Legend, opened the new era of
consumer PCs in China.

23

Since it was established, the company has affected the lives of millions of
Chinese: It first introduced PCs to households, and then promoted PC usage in
China by establishing retail shops nationwide. By 1994, Legend was trading on
the Hong Kong Stock Exchange; four years later, it produced its one-millionth
personal computer. In 2003, Legend changed its brand name to Lenovo, taking
the Le from Legend, a nod to its heritage, and adding novo, the Latin word
for new, to reflect the spirit of innovation at the core of the company. The
company name changed from Legend to Lenovo a year later.
Today, these two visionary companies are united under the Lenovo name. With
Lenovo's landmark acquisition of IBM's Personal Computing Division in May
2005, the new Lenovo is a leader in the global PC market, with approximately
$13 billion in annual revenue, and products serving enterprises and consumers
the world over.
Globally, the company offers customers the award-winning ThinkPad
notebooks and ThinkCentre desktops, featuring the ThinkVantage Technologies
software tools, as well as ThinkVision monitors and a full line of PC
accessories and options. The Think family is consistently ranked as the
undisputed premium-brand leader in the global PC industry, with products rated
"best-in-class and "number one in survey after survey. No other family of
personal computers has won as much recognition.
Lenovo and IBM have a strategic alliance designed to provide a best-in-class
experience for enterprise customers. Lenovo's customers are able to count on
the entire IBM team including sales, services and financing for access to
IBM's legendary end-to-end IT solutions.

24

ACER INDIA
Few IT companies offer the breadth and depth of products that Acer Group
does. Leveraging the vast collective technological resources available - Acer
India (Pvt) Ltd., was incorporated as a wholly owned subsidiary of Acer
Computer International Ltd. on 9th September 1999.
Acer India offers a wide range of Laptops in the Indian Market catering to all
market segments. They offer high quality Laptops at very reasonable prices and
are most dominant in the Entry level segment. They are known for their strong
customer support and have 15% of the market of Laptops in India.
With a focused customer-centric approach, Acer in India is offering unmatched
uptime for all it's systems through a vast network of Service points, innovative
and user friendly functionality while continuously lowering barriers that limit
the access to the fruits of technology.
It's no wonder then that they are the world's 3rd largest PC producer and the
market leaders in more than 12 countries across the region!
Acer India has its headquarters in Bangalore, with branch offices in New Delhi,
Mumbai, Chennai and Hyderabad. Our 100 man strong team in India comes
with over 1000 man-years of IT experience, geared to listen and provide to the
IT user in India the very best in Sales & Marketing support, After-Sales support
backed up with infrastructure to bring fresh technology to India. They have a
customer base of about 300,000 satisfied consumers in India.
Within a year of operations, Acer India has managed several accolades in its
endeavors: A state of the art reconfiguration centre for fast and flexible
offerings to different customer needs; Acer Care Clinics to service notebooks in

25

the top nine cities in the country and a unique unmatched guarantee within the
warranty period to provide peace of mind to the customer. An extremely robust
service coupled with the ability to make the latest technology affordable makes
Acer India a force that shapes the dreams of millions of people.
Acer ranks as the world's No. 4 branded PC vendor, designing easy, dependable
IT solutions that empower people to reach their goals and enhance their life.
Since spinning-off its manufacturing operation, Acer has focused on globally
marketing its brand-name products: mobile and desktop PCs, servers and
storage, LCD monitors and high-definition TVs, peripherals, and e-business
solutions for business, government, education, and home users.
Acer's unique Channel Business Model has been instrumental in the company's
latest success. The model encourages partners and suppliers to collaborate in a
winning formula of supply-chain management, allowing Acer to provide
customers with fresh technologies, competitive pricing, and quality service.
Established in 1976, Acer Inc. employs 5,600 people supporting dealers and
distributors in more than 100 countries. Revenues in 2005 reached US$9.7
billion.

DELL
In the early 2000s Dell opened kiosk locations in shopping malls across the
United States in order to give personal service to customers who preferred this
channel to using the Internet or telephones. Despite the added expense, prices at
the kiosks equalled or even undercut prices available on Dell's other retail
channels.

26

Michael Dell while still a student at the University of Texas at Austin in 1984,
founded the company as PC's Limited with just $1000.
In 1985, the company produced the first computer of its own design,the "Turbo
PC. In 1990, Dell Computer tried selling its products indirectly through
warehouse clubs and computer superstores, but met with little success, and the
company re-focused on its more successful direct-to-consumer sales model. In
1992, Fortune magazine included Dell Computer Corporation in its list of the
world's 500 largest companies. In 1999, Dell overtook Compaq to become the
largest seller of personal computers in the United States of America.
In February 2005, Dell appeared in first place in a ranking of the "Most
Admired Companies" published by Fortune magazine.
During 2005, Dell opened kiosk locations in shopping malls across Australia,
and in 2006 opened kiosk locations in shopping malls across Canada following
the approach used in the United States.
On 23 March 2006, Dell purchased the computer hardware manufacturer
Alienware.
Recently, Dell became the lowest-price major computer-manufacturer in the
United States. To maintain its low prices, Dell continues to accept most
purchases of its products via the Internet and through the telephone network,
and to move its customer-care division to India.
As of 2006 Dell employs more than 63,700 people worldwide and manufactures
more computers than any other organization in the world. According to the
Fortune 500 2006 list, Dell ranks as the 25th-largest company in the United

27

States by revenue. In 2006, Fortune magazine ranked Dell as No. 8 on its

annual list of the most-admired companies in the United States.
Dell produces Desktops, Servers, Notebooks, Peripherals and Printers. As of
2006, Dells revenue stood at $55.908 Billion USD.

2.4

SWOT ANALYSIS OF HCL INFOSYSTEMS

STRENGTHS:
1.

HCL INFOSYSTEMS draws it's strength from 29 years of experience in

handling the ever changing it scenario

2.

Strong customer relationships

3.

Ability to provide the cutting edge technology at best-value-for-money

4.

An excellent service & support infrastructure.

WEAKNESSES:
The company needs to evolve a comprehensive plan & strategy to make inroads
into a part of middle class & upper middle class.
1.

Lack of production centers in India makes the product costlier as most of

the parts have to be imported.

2.

Lack of R & D centers also makes it difficult to launch new products

over here.

28

OPPORTUNITIES:
The present rate of growth of the Information and technology Industry & a large
potential available in these areas provides excellent opportunity for the
company to widen its market.

With the fast growing economy the pricing strategy needs to be tackled
with care as it can decide upon long term decisions of the company.

Globalization is yet another opportunity, if followed effectively &

promptly.

THREATS:
It is natural that threats from the existing as well as new entrants will affect the
present turnover & Market share. The nearest competitors having the identical
product range are the greatest threat to the company.

29

CHAPTER 3
RESEARCH METHODOLOGY
2.1

OBJECTIVES OF THE STUDY

The first & foremost step in any research work is to identify the problems

or objectives on which the researcher has to work on. There are two types of
objectives met in this study, as explained below:
To analyze the existing training practices, its effectiveness and
recommend measures to improve the training practices in the
organization.
To study the frequency of training, training methods and their effects on
the trainees and recommend certain measures for improvement.
To understand the present practices enforced in respect of training at the
personnel department and recommend any changes if necessary.
To take feedback and analyze the level of satisfaction amongst the
employees in respect of training activities and suggest alternatives.

30

2.2

SCOPE OF THE STUDY

Training Effectiveness is the process wherein the management finds out

how effective it has been at training and developing the employees in an

organization.
This study gives some suggestions for making the present training and
development system more effective.
It gives organization the direction, how to deal differently with different
employees.
It identifies the training & development needs present among the
employees.

2.3

METHODOLOGY

Every project work is based on certain methodology, which is a way to

systematically solve the problem or attain its objectives. It is a very important
guideline and lead to completion of any project work through observation, data
collection and data analysis.
According to Clifford Woody,
Research Methodology comprises of defining & redefining problems,
collecting, organizing &evaluating data, making deductions &researching to
conclusions.
Accordingly, the methodology used in the project is as follows: Defining the objectives of the study

31

Framing of questionnaire keeping objectives in mind (considering the

objectives)
Feedback from the employees
Analysis of feedback
Conclusion, findings and suggestions.

SELECTION OF SAMPLE SIZE

The Company has a total strength of 96 officers and 403 workers. In order to
take a reasonable sample size and not to disturb the functioning of the
organization, a sample size of 20% of the total strength of the Company has
been taken in order to arrive at the present practices of training in the Company.
Accordingly, 20 officers and 40 workers have been selected at random from all
the departments of the organization and feedback forms (questionnaire) have
been obtained. The data has been analyzed in order to arrive at present training
practices in the organization.

SAMPLING TECHNIQUE USED

The technique of Random Sampling has been used in the analysis of the data.
Random sampling from a finite population refers to that method of sample
selection, which gives each possible sample combination an equal probability of
being picked up and each item in the entire population to have an equal chance
of being included in the sample. This sampling is without replacement, i.e. once
an item is selected for the sample, it cannot appear in the sample again.

32

DATA COLLECTION
To determine the appropriate data for research mainly two kinds of data was
collected namely primary & secondary data as explained below:

PRIMARY DATA
Primary data are those, which were collected afresh & for the first time and thus
happen to be original in character. However, there are many methods of
collecting the primary data; all have not been used for the purpose of this
project. The ones that have been used are:
Questionnaire
Informal Interviews
Observation

SECONDARY DATA
Secondary data is collected from previous researches and literature to fill in the
respective project. The secondary data was collected through:
Text Books
Articles
Journals
Websites

33

STATISTICAL TOOLS USED

The main statistical tools used for the collection and analyses of data in this
project are:
Questionnaire
Pie Charts
Tables

34

CHAPTER 4
DATA ANALYSIS AND INTERPRETATION
1) How many training programmes have you attended in last 5 years?
No. of
Programmes
0-5
6-10
10-15
More than 15
Total

No. of Respondents

% of

8
5
4
3
20

Responses
40%
25%
20%
15%
100%

Fig. 4

35

INTERPRETATION
45% of the officers have attended 6-15 training programmes in the last 5 years,
which is an indication of an effective training policy of the organization.
However, 40% of the officers have attended only 0-5 training programmes,
which needs to be evenly
monitored by the organization.

36

2) The programme objectives were known to you before attending it.

Options
Strongly agree
Moderately agree
Cant Say
Moderately Disagree
Strongly Disagree
Total

No. of
Respondents
5
7
3
1
4
20

% of
Responses
25%
35%
15%
5%
20%
100%

Fig. 5
INTERPRETATION
35% of the respondents moderately agree to the fact of knowing the training
objectives beforehand, in addition to 25% who strongly agree. But a small
population disagrees as 20% strongly disagree to this notion. Training
objectives should therefore be made known compulsorily before imparting
training in the organization.
3) The training programme was relevant to your developmental needs.
37

Options
Strongly agree
Moderately agree
Cant Say
Moderately Disagree
Strongly Disagree
Total

No. of
Respondents
6
8
3
2
1
20

% of
Responses
30%
40%
15%
10%
5%
100%

Fig. 6
INTERPRETATION
70% of the respondents feel that the training programmes were in accordance to
their developmental needs. 15% respondents could not comment on the
question and 15% think that the programmes are irrelevant to their
developmental needs and the organization must ensure programmes that satisfy
the developmental needs of the officers.

38

4) The period of training session was sufficient for the learning.

Options
Strongly agree
Moderately agree
Cant Say
Moderately Disagree
Strongly Disagree
Total

No. of
Respondents
6
4
4
3
2
20

% of
Responses
31%
21%
21%
16%
11%
100%

Fig. 7
INTERPRETATION
52% respondents feel that the time limit of the training programme was
adequate but 25% feel that it was insufficient. Also, 21% could not comment on
the question. All the respondents though felt that increase in time limit of the
programmes would certainly be beneficial and the organization should plan for
this to be implemented in the near future.

39

5) The training methods used during the training were effective for
understanding the subject.
Options
Strongly agree
Moderately agree
Cant Say
Moderately Disagree
Strongly Disagree
Total

No. of
Respondents
4
8
3
3
2
20

% of
Responses
20%
40%
15%
15%
10%
100%

Fig. 8
INTERPRETATION
40% of the respondents believe that the training methods used during the
programmes were helpful in understanding the subject, yet 25% disagree to this
notion. The organization should use better, hi-tech methods to enhance the
effectiveness of the methods being used during the training programmes.

40

6) The training sessions were exciting and a good learning experience.

Options
Strongly agree
Moderately agree
Cant Say
Moderately Disagree
Strongly Disagree
Total

No. of
Respondents
5
8
2
3
2
20

% of
Responses
25%
40%
10%
15%
10%
100%

Fig. 9
INTERPRETATION
65% respondents believe that the training sessions were exciting and a good
learning experience. 10% respondents could not comment on this while 25%
differ in opinion. They feel that the training sessions could have been more
exciting if the sessions had been more interactive and in line with the current
practices in the market.

41

7) The training aids used were helpful in improving the overall

effectiveness of the programme.
Options
Strongly agree
Moderately agree
Cant Say
Moderately Disagree
Strongly Disagree
Total

No. of
Respondents
4
5
7
3
1
20

% of
Responses
20%
25%
35%
15%
5%
100%

Fig. 10
INTERPRETATION
40% of the respondents believe that the training aids used were helpful in
improving the overall effectiveness, yet 20% disagree to this notion. 35%
respondents did not comment on the issue. Yet the total mindset of the
respondents was that the organization should use better scientific aids to
enhance the presentation and acceptance value of the training programme.

42

8) The training was effective in improving on- the- job efficiency.

Options
Strongly agree
Moderately agree
Cant Say
Moderately Disagree
Strongly Disagree
Total

No. of
Respondents
3
6
4
4
3
20

% of
Responses
15%
30%
20%
20%
15%
100%

Fig. 11
INTERPRETATION
45% respondents believe that the training programmes increase their job
efficiency but 35% disagree to this. The view of the respondents were towards
having more technological and current topics for the training programmes
which could help them satisfy their creative urge and simultaneously increase
their on-the-job efficiency.

43

9) In your opinion, the numbers of training programmes organized during

the year were sufficient for officers of HCL.
Options
Strongly agree
Moderately agree
Cant Say
Moderately Disagree
Strongly Disagree
Total

No. of
Respondents
2
3
5
2
8
20

% of
Responses
10%
15%
25%
10%
40%
100%

Fig. 12
INTERPRETATION
25% respondents have the opinion that the frequency of the training
programmes is sufficient but 50% of the respondents differ to this. They believe
that the number of training programmes organized in a year should be increased
and some in house training programmes should also be organized by the
organisation regularly.

44

10) Please suggest any changes you would like to have in the existing
training programmes.
The major suggestions for changes in the existing training programmes are as
follows:

The frequency of the training programmes organized in a year should be

increased.

The duration of the training sessions should be amplified.

New programmes for personal as well as professional development of the

officers should be developed.

Officers should be referred for the training programmes as per their

developmental needs.

The training programmes should be organized outside the office in order

to avoid disturbance in the work.

Some training sessions should also be organized in house for the officers
who find it difficult to attend them if held outside the office premises.

Better presentation technologies should be used in order to increase the

effectiveness of the programmes.

The course curriculum for the training programmes should be current in

terms of the new developments in the world.

45

1) How many training programmes have you attended during the last
year?
No. of
Programmes
Upto 2
3-5
6-8
More than 8
Total

No. of Respondents
25
10
4
1
40

% of
Responses
62%
25%
10%
3%
100%

Fig. 13
INTERPRETATION
35% of the workers have attended 3-8 training programmes in the last year,
which is the clue of a useful training policy of the organization. However, 62%
of the workers have attended only 0-2 training programmes, which should be
effectively seen by the organization. Also, every worker should be given
chances to attend as many training
2) programmes as possible.

46

2) The training given is useful to you.

Options
Strongly agree
Moderately agree
Cant Say
Moderately Disagree
Strongly Disagree
Total

No. of
Respondents
19
10
5
5
1
20

% of
Responses
47%
24%
13%
13%
3%
100%

Fig. 14
INTERPRETATION
71% of the respondents feel that the training programmes were useful. 13%
respondents could not comment on the question and 16% think that the
programmes were irrelevant to their objective of being useful. The organization
must ensure programmes that are useful and prove to cater to the developmental
needs of the workers.

47

3) The time limit of the training programme was sufficient.

Options
Strongly agree
Moderately agree
Cant Say
Moderately Disagree
Strongly Disagree
Total

No. of
Respondents
7
14
5
6
8
40

% of
Responses
18%
34%
13%
15%
20%
100%

Fig. 15
INTERPRETATION
42% respondents feel that the time limit of the training programme was
adequate but 35% feel that it was insufficient. Also, 13% could not comment on
the question. All the respondents though felt that increase in time limit of the
programmes would certainly be advantageous and the organization should take
some steps in this direction.
4) The time limit of the training programme, if increased would make it
more effective.
48

Options
Strongly agree
Moderately agree
Cant Say
Moderately Disagree
Strongly Disagree
Total

No. of
Respondents
18
8
4
8
2
40

% of
Responses
45%
20%
10%
20%
5%
100%

Fig. 16
INTERPRETATION
5) 65% respondents feel that the increase in the duration of the training
programmes would be beneficial but 25% differ to this opinion. Going by the
majority, the organisation should make required changes to increase the
duration of the programmes and also take the opinion of the workers to have
an effective training session.

49

5) The training was effective in improving your on-the-job efficiency.

Options
Strongly agree
Moderately agree
Cant Say
Moderately Disagree
Strongly Disagree
Total

No. of
Respondents
15
10
5
6
4
40

% of
Responses
37%
25%
13%
15%
10%
100%

Fig. 17
INTERPRETATION
62% respondents believe that the training programmes increase their job
efficiency but 25% disagree to this. The respondents were of the opinion that
having current topics for the training programmes and also some sessions by an
external faculty would help them increase their on the job efficiency.

50

6) The training aids used were effective in improving the overall

effectiveness of the programme.
Options
Strongly agree
Moderately agree
Cant Say
Moderately Disagree
Strongly Disagree
Total

No. of
Respondents
10
4
12
8
6
40

% of
Responses
25%
10%
30%
20%
15%
100%

Fig. 18
INTERPRETATION
35% respondents believe that the training aids were effective in improving the
overall efficiency of the programme. Contrary to this, 35% disagree and 30%
could not comment on the issue. The organization should ensure positive
awareness about the training aids used. Also, the use of better presentation aids
should be facilitated.

51

7) The number of training programmes organized for workers in a year

are sufficient.
Options
Strongly agree
Moderately agree
Cant Say
Moderately Disagree
Strongly Disagree
Total

No. of
Respondents
7
6
4
15
8
40

% of
Responses
18%
15%
10%
37%
20%
100%

Fig. 19
INTERPRETATION
33% respondents believe that the number of training programmes organized in a
year are sufficient, but a majority of 57% disagrees to this. The organization
should ensure multiple programmes for the workers and hence enable them in
improving their skills and knowledge.
8) The participation of workers in training programme would help
increase its effectiveness.
52

Options
Strongly agree
Moderately agree
Cant Say
Moderately Disagree
Strongly Disagree
Total

No. of
Respondents
20
9
5
4
2
40

% of
Responses
49%
23%
13%
10%
5%
100%

Fig. 20
INTERPRETATION
72% respondents feel that participative and interactive training session could
provide more awareness and knowledge in a small span of time as compared to
classroom teaching. 13% respondents could not comment on this and 15%
disagree to it.
9) Please suggest any changes you would like to have in the existing
training programmes.

53

The major suggestions for changes in the existing training programmes

are as follows: The workers were of the opinion that external faculty should be
appointed for the training programmes.
The period of the training sessions should be augmented.
The rate of the training programmes organized in a year should be
increased.
Every one should get a chance to attend the training programmes.
Documentaries and other films relating to issues of motivation, team
building should be screened.
Practical examples should be used to make things easy to understand
during the training sessions.
Better technological aids and methods should be used to make the
training sessions exciting.

54

CHAPTER 5
FINDIGNS AND RECOMMENDATIONS
5.1

FINDINGS

The major findings of the project are enumerated as follows:

Training is considered as a positive step towards augmentation of the

knowledge base by the respondents.
The objectives of the training programmes were broadly known to the
respondents prior to attending them.
The training programmes were adequately designed to cater to the
developmental needs of the respondents.
Some of the respondents suggested that the time period of the training
programmes were less and thus need to be increased.
Some of the respondents also suggested that use of latest training methods
will enhance the effectiveness of the training programmes.
Some respondents believe that the training sessions could be made more
exciting if the sessions had been more interactive and in line with the
current practices in the market.
The training aids used were helpful in improving the overall effectiveness of
the training programmes.
The training programmes were able to improve on-the-job efficiency.
55

Some respondents also recommended that the number of training

programmes be increased.

5.2

RECOMMENDATIONS
Based on the data collected through the questionnaire and interactions

with the Officers and Workers of HCL the following recommendations are
made for consideration:
The organization may utilize both subjective and objective approach for the
training programmes.
The organization may consider deputing each employee to attend at least one
training programmes each year.
The In-house training programmes will be beneficial to the organization as
well as employees since it will help employees to attend their official work
while undergoing the training.
The organization can also arrange part time training programmes in the
office premises for short durations, spanning over a few days, in order to
avoid any interruption in the routine work.
The organization can arrange the training programmes department wise in
order to give focused attention towards the departmental requirements.

56

BIBLIOGRAPHY
Books

Gupta, C.B., Human Resource Management, 2nd Edition, 2003, New

Age International Pvt. Ltd.

Kothari, C.R., Research Methodology, 2nd Edition, 2005, New Age

International Pvt. Ltd.

Gupta S. P. and Gupta, M. P., Business Statistics, Sultan Chand and Sons,
New Delhi, 1997.

Websites

www.google.com

www.hrindia.com

www.thomex.com

www.tradeindia.com

www.alibaba.com

57

ANNEXURE
QUESTIONNAIRE
Designation: __________________
Department: __________________
Please rate the questions (where applicable) on the scale of 1-5 where the
numerals signify the following:5- Strongly Agree 4- Moderately Agree 3- Cant Say 2- Moderately
Disagree
1- Strongly Disagree
1) How many training programmes have you attended during the last 5 years?
0-5
11-15

6-10
More than 15

2) The programme objectives were known to you before attending it. ____
3) The training programme was relevant to your developmental needs. ____
4) The period of training session was sufficient for the learning.

____

5) The training methods used during the training were effective for
understanding the subject.

____

6) The training sessions were exciting and a good learning experience. ____
7) The training aids used were helpful in improving the overall
effectiveness of the programme.
8) The training was effective in improving on-the-job efficiency.
____

58

____

9) In your opinion, the number of training programmes organized

____
during the year were sufficient for officers of HCL.
10) Please suggest any changes you would like to have in the existing
training programmes.
__________________________________________________________
__________________________________________________________
__________________________________________________________
__________________________________________________________

59