Training has been an important Human Resource (HR) intervention for which organizations have been spending huge amounts. Also, it is widely accepted that training supports fulfillment of the needs and demands of both the organization and the employees. As a result of all these, organizations try their best to be productive and competitive. Against this backdrop, the present study looks at training from the employee’s perspective. Employees are one of the most important assets of the organization who go through timely training in organizations, where the training is imparted for various reasons, and this exposes the employees to various levels of competition requiring particular performance levels to be attained. As training can challenge any difficult situation an organization goes through, this study acquires employee’s perspective on training for their development of knowledge, skills and attitude. The study is based on one of the public sector enterprises of India, which was set up to generate larger social gains and to strengthen the country’s economy. A total 300 employees were taken into consideration, who were categorized as supervisors, highly skilled, skilled and unskilled employees. The purpose of this study is to explore the opinion of employees at the different phases of training. Theoretical implications have been discussed by linking the findings of this study. The results of the study justify employees’ say over various practices of training followed in their organization. Also, it will help organizations to revisit their training practices.

“India is set to be among one of the top countries for human capital” (Rao and Varghese, 2008, p. 15). In this progression, organizations today are facing multiple challenges coming their way from multidimensional angles. To answer these challenges, both academicians and Human Resource (HR) practitioners have opined ‘training’ as an important HR intervention, which fulfills the needs and demands of both the organizations and the employees. There have been several evidences of training in practice that has given strength to organizations who have dared to come into view as productive and competitive. At the same time studies have been patiently adding to the ways as to how training can be more beneficial and effective.

In all these motives, an employee’s voice is an important one; although it remains silent, yet it is the most vibrant in practice. These employees or the trainees who are subject to get trained in whichever situation an organization goes through, or sometimes they do not get any formal training, yet are expected to be always the most dynamic and performing according to the demands of the market in the global scenario, where it hardly matters if they are trained or untrained.

Management Research Journal, Assessment, Employee Training, Steel Industry, India, Human Resource (HR), Motivation Theory, Training.