Vandana Project Report

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    SUMMER TRAINING REPORT

    ON

    TRAINING AND DEVELOPMENT PROCESS AT MINDA

    CORPORATION

    SUBMITTED IN PARTIAL FULFILLMENT OF THE REQUIREMENT

    FOR THE AWARD OF THE DEGREE OF

    MASTER IN BUSINESS ADMINISTRATIION

    INTERNAL GUIDE, SUBMITTED BY,

    Dr. Deepak Kumar Rao Ankur Pandey

    H.O.D

    Mrs. Veera Lakshmi

    COER SCHOOL OF MANAGEMENTCOLLEGE OF ENGINEERING ROORKEE

    ROORKEE-247667 INDIA

    (UTTRAKHAND TECHNICAL UNIVERSITY, DEHRADUN)

    AUGUST 2008

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    ACKNOWLEDGEMENT

    During the course of studies one has to undergo the training which isconsidered to be the stepping stone on a move made towards ones

    Professional career.

    I wish to express my gratitude to the following professionals of MINDA

    CORPORATION LTD who were instrumental in providing me this

    training related to HR

    It is a great privilege and matter of honour for me to complete this project on

    TRAINING AND DEVELOPMENT under the able guidance of Mrs.

    Veera Lakshmi.

    My special thanks to esteem Mr. B.VARAPRASAD (HR MANAGER) for

    his invaluable support and guidance during training period and supervising

    my work very earnestly.

    VANDANA SINGH

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    TO WHOM SO EVER IT MAY CONCERN

    This is to certify that VANDANA SINGH D/O Mr. RATAN SINGH from

    COER- SCHOOL OF MANAGEMENT has undergone training with us

    from 16th

    JUNE to 31st

    JULY 2008. He has been found very responsible

    and sincere during the whole course of training period. His conduct during

    the training was excellent.

    We wish him all success for all his future endeavors.

    The matter embodied in this report has not been submitted by us for the

    award of any other degree.

    VANDANA SINGH

    This is to certify that above statement made by the candidates is correct to

    the best of my knowledge.

    D r. SUJATA KAR

    PROJECT GUIDE,

    COER-SM.

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    As a part of our course curriculum we are suppose to be a part of any

    organization as a summer trainee so that on the partial completion of our

    course we can get a feel of corporate world. I have done my summer training

    with MINDA CORPORATION LIMITED in HR department and as apart

    of that training I have been allotted a project on TRAINING AND

    DEVELOPMENT PROCESS AT MINDA CORPORATION LTD.

    I have undertaken this project with clearly defined objectives, which are:

    Improving quality of staff

    Improving quality of product Reducing operating costs Opening new markets, etc

    Training & Development are designed, considerable costs not with

    standing, to impart specific skills, abilities and knowledge to employees.

    Distinction is often made between training and education, and between these

    two and development.

    Training refers to imparting specific skills education is the process of

    theoretical learning in classrooms.

    Development refers to learning opportunities designed to help employees

    grow and evolve a vision about the future.

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    CONTENTS Page No.

    Objective And Scope Of The Study 7-8 Company Profile 9-16

    Overview

    Products

    Project Introduction 17-45 Research Methodology 46-58

    Analysis and Interpretation

    Suggestion and Recommendation 59-61 Bibliography 62-63 Annexure 64-72

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    COMPANY INTRODUCTION

    About the company where the project is being done:

    The proposed project is conducted at Minda Corporation Ltd. The journey

    began in 1989, with the need to provide for better locking systems for theIndian Automobile Industry. Today, An state-of -art manufacturing unit in

    Noida bear testimony to the fact that quality of locks designed and

    manufactured by Minda Huf enjoy a preferred status with our vast customer

    base in India and overseas.

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    MINDA HUF LIMITED

    To improve technology to international standards, Minda entered into a joint

    venture with M/s Hulsbeck and Furst Gmbh & Co. (HUF) of Germany, who

    are amongst the largest automotive lock manufacturers, having 3 plants

    worldwide.

    Minda Huf has modern manufacturing facilities, state-of-the-art

    manufacturing equipment and processes, to meet the expanding demands of

    the automobile industry.

    Behind all this is a team of motivated employees whose skills are regularly

    honed and updated. Continuous improvement, Kaizen, 5S Training

    characterize a strong culture. Minda Huf is a QS-9000 accredited company

    and have been recommended for the ISO 14001 certification.

    Based on customer requirements the product range has increased to include

    steering locks, ignition switches, door locks, hatch back and tailgate locks,

    door handles, fuel tank caps and many other types of locks.

    Since the joint venture with HUF is terminated and the company name has

    changed into MINDA CORPORATION LIMITED.

    Minda has installed a host of quality control measures. Some of them are

    product reliability testing facilities, environmental test facility, and quality

    planning including FMEA, APQP, and MSA.

    By dint of their ambition to lead the market and determination to give their

    best to their customers, Minda locks have earned the respect of the Indian

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    automobile industry. With technological and manpower strengths they are

    set to storm the new millennium - the Minda way.

    Minda's commitment is amply reflected by its prestigious customers. In the

    four wheeler segment it is Telco, Ford, GM, Daewoo, Fiat, Mahindra &

    Mahindra, BTL, Maruti, Toyota, Tafe. In the two / three wheeler segment

    Bajaj, Escorts, Kinetic Honda, LML, Hero Motors, Hero Honda, TVS

    Suzuki, Honda Scooters among others. In addition to Indian OEMs, Minda

    is exporting locks to International OEMs like Piaggio, Italy, Peugeot of

    France & Aprilla of Italy. Not to mention the prestigious Daimler Chrysler.

    Customers rely on Minda because they are safe &

    secure

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    PRODUCTS OF THE COMPANY

    PRODUCTS

    Noida & Pune based Minda Corporation Ltd and Minda Valeo Security

    Systems Pvt. Ltd. manages the manufacturing and products include

    mechanical and electronic security systems like door handles, fuel tank locks

    and remote operated immobilizers and alarms amongst others.

    INSTRUMENT PANELS

    Manufactured at Pune by Minda Stonebridge Instruments Ltd, the

    Products include: Instrument Clusters, Speedometers, Odometers,

    Fuel gauge, Temperature gauge, Sensors, Tank Units and

    Indicators.

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    CONNECTIVE SYSTEM

    With the merger of Minda Wire links (P) Ltd. and Minda SAI Ltd.

    We now produce all types of Wiring Harnesses, Wiring Sets and

    Components.

    DIE CASTED COMPONENTS

    Pressured Die Casted Components: Zinc & Aluminium

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    PRODUCTS

    AUTOMOTIVE LOCK PARTS

    (For Two wheelers, Cars & Commercial Vehicle Application)

    AUTOMOTIVE DOOR HANDLES

    (For Cars & Commercial Vehicle Application)

    TWO WHEELER FUEL TANK PARTS

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    AUTOMOTIVE SWITCH & MIRROR BRACKETS

    (For Cars & Commercial Vehicle Application)

    BREAK SYSTEM PARTS

    (For Two Wheeler Application)

    OTHER AUTOMOTIVE PARTS

    ELECTRICAL COMPONENTS

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    TRAINING & DEVELOPMENT

    INTRODUCTION

    Training & development is one of the most effective means for inculcating

    dynamism and self-renewing capability. It also attempts to cope up with the

    barriers to the competencies and nourishes the overall health of the

    organization. Our aim is to integrate individuals development needs with the

    business needs and make training a participative process

    IMPORTANCE OF TRAINING

    The main importance of training is to reduce accidents, eliminating wastage

    and increase quality in these areas as:

    Training brings improvements in employee skill, which in turnincreases the quality and quantity of output.

    This increase in primary objectives will be reflected in increasedreturns to employees; personal rewards being affected by individual

    productivity.

    There is the ever-present need for training men on the job to meetchanging techniques frequently.

    Jobs have a way of changing. So, men must be retained to handle thenew jobs and to meet the requirements of the new methods properly

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    OBJECTIVES OF TRAINING

    The personnel Manager formulate the following training objectives keeping

    the companys overall objectives in mind:

    To prepare the employee both new and old to meet the present as wellas the changing requirements of the job and the organization.

    To prevent obsolescence. To impart the new entrants the basic knowledge and skills they need

    for an intelligent performance of a specific job.

    To prepare employees for higher level tasks. To assist employees to function more effectively in their present

    positions by exposing them to the latest concepts, information and

    techniques and developing the skills they will need in their particular

    fields.

    To builds up a second line of competent officers and prepare them tooccupy more responsible positions.

    To ensure economical output of required quality. To promote individual and collective morale, a sense of responsibility,

    co-operative attitudes and good relationships.

    Training helps in acquiring problem solving skills. Much of amanagers work is solving problems. These include organizing his

    own and his subordinates activities, planning and a wide range of

    other decision-making activities.

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    TYPES OF TRAINING

    Training methods and content may not be the same for different

    categories of employees. As such management has to offer training to

    different categories of employees based on job analysis. The methods

    adopted would therefore, be different. The different types of training are

    as follows:

    INDUCTION OR ORIENTATION TRAINING: - It is a type oftraining given as an initial preparation upon taking up a post. Its

    goal is to help new employees reach the level of performance

    expected from an experienced worker. Induction programme is

    carried out, in order to help new entrants to overcome his sense of

    eagerness to familiarize with the organization, introducing to his

    colleagues, explaining them the rules & regulations, policies and

    procedures that directly affects him, making him aware of his

    duties, responsibilities and to whom he/she should look for when

    he/she has any problem and to tell him how are they going to

    contribute towards and prosperity of the organization, so that he is

    able to give his best to the organization.

    JOB TRAINING:-The objective of job training is to increase theknowledge of workers about the job with them are concerned, so

    that their efficiency, skills and performance can be improved. In

    job training, workers are given training to learn about correct

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    methods of handling machines, equipment, avoiding accidents and

    minimizing wastes.

    REFRESHER TRAINING: - With the passage of time,employees may forget some of the methods, which were taught to

    them, or they may have become outdated because of technological

    development and improved techniques of management and

    production. Refresher training is arranged for existing employees

    in order to provide them an opportunity to revive and also improve

    their knowledge.

    APPRENTICESHIP TRAINING: - Apprenticeship is a systemof training a new generation of skilled crafts practitioners

    .Apprentices build their careers from apprenticeships. Most of their

    training is done on the while working for an employers who helps

    the apprentices learn their trade. It is widely used in many

    industries. Under this method both knowledge and skills required

    for a job are taught to the employees of a company. The

    apprenticeship programmes involve on-the-job training and

    experience with classroom instruction for particular topics.

    INTERNSHIP TRAINING: - It is usually meant for those jobswhere advanced theoretical knowledge is to be backed up by

    practical experience on the job. Under this method, the

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    professional institutes enter into arrangement with a big business

    enterprise for providing practical knowledge to its student.

    TRAINING POLICY :

    Minda Corporation Limited strives to align the personal development and

    growth of each employee with the long and short-term business goals and

    growth of the company. Because self-improvement and skill development is

    keys to the success and longevity of a high-tech company like Minda Huf,

    the company has to ensure that its people have easy access to the highest

    level of quality training.

    The objectives of Training are to help all Minda people to :Excel in their present jobs.

    Develop them for higher responsibilities.

    Inculcate ability and desire to train and educate others.

    Last year Training Target of Minda Corporation was 10 hours peremployee. i.e. every employee must undergo minimum of 10 hours of

    training in the year.

    Annual Calendar of Training programme is released in the month ofApril every year. At the beginning of every month, monthly training

    Calendar is also released in line with the Annual Training Calendar.

    However, at times based on the intermittent requirements, some

    programmes are also included besides the prefixed Annual Training

    calendar.

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    Training needs for each employee is identified and recorded keepingOrganizational needs, JV partner's needs, Business needs &

    Customers specific requirement into consideration in during the

    Annual appraisal process

    One also recommended for out-house training only on need base.

    Participants deputed for attending a training programme outside theFactor submit a copy of his training material / report about the

    suitability of the programme to Library and take a briefing session orfor other employees related to the concerned area.

    Minda is also deputing engineers for overseas training at its JVPartner, HUF, Germany for improvement of skills and increasing

    capabilities of shouldering higher responsibility.

    Persons deputed for short term / long term training shall have toexecute a Service Bond for a specific period, with Minda Huf

    sponsoring him, prior to proceeding for training.

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    BENEFITS OF TRAINING

    The benefits of training to an organization are:

    Training helps the employee increase their level of performance ontheir assignments. An increase in skill usually helps increase both the

    quality and quantity of output.

    Training does not eliminate the need for supervision, but it reduces theneed for constant supervision.

    Trained employees will make economical use of materials andequipment. This will reduce wastage of materials

    The benefits of training for the employees:

    Employees on a personal basis individually from training. Training improves the performance of the employee and makes him

    more useful and productive.

    Old employees are provided with refresh training to enable them toknow about the changing methods, techniques and used of equipment.

    Training creates a feeling of confidence in the minds of employees. Itgives safety and security to them in the organization.

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    TRAINING NEED ASSESSMENT SYSTEM AT

    MINDA CORPORATION LIMITED

    Training needs are identified both as a corrective measure arising out of thegap analysis a tool used during appraisal to identify the necessary skills

    required for a particular job and also the developmental needs of the

    employees. The training needs could be both short-term and long-term.

    In addition to that there could be some urgent requirement of a particular

    training based on customers needs or business or certain environment needs

    that require training of the employee on a priority.

    For example: - A staff member in the purchase departments who needs to

    work on a system called MS9000 concepts requires to be trained on priority

    for the same as it was the mandatory requirements by one of the customer

    i.e. ford which was identified after the finalization of annual training

    calendar, despite the same training was carried out on the MS9000.

    A list of the type of programme that is conducted is enclosed here:

    There could be addition/deletion/upgradation to this list based on

    requirement.

    Minda Corporation also being QS: 9000 certified company includes training

    as part of the QS procedure. So, the training as well as the forms used has

    been standardized in tune with the same across all the other units

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    TRAINING PROCESS

    Step

    1

    Step2

    Step - 3

    Step - 4

    Step - 5

    Step - 6

    Determination of training needs

    Development of training objectives

    Development of training programmes

    in consultation with line executives

    Administration of and instruction for

    various courses

    Preparation of training instructions

    Evaluations of effectiveness of

    training programme & follow up

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    TRAINING AT MINDA CORPORATION

    WHAT IS TRAINING?

    Training is defined as a planned programme designed to improve

    performance & bring about measurable changes in knowledge, skills,

    attitude & social behavior of employees. In other words, training enables an

    employee to do his present efficiently thereby upgrading his skills. Training

    imparts the ability to detect and correct error.

    1. Training is needed to bridge the gap between what the employee has &what the job demands.

    2. It is necessary to make employees versatile so that they can be placed onvarious jobs depending on organizational needs.

    3. It helps in preparing existing employees to carry out higher level jobs.4. It also helps in keeping employees abreast of latest developments in job

    operations such as change in technology.

    5. Trained employees can perform their work effectively even with littlesupervision

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    METHODS OF TRAINING

    Training methods may be classified on the basis of location of training. On

    this basis, training methods are broadly classified as below:

    A On the job Training

    B Off the job Training

    A On the job Training: This training is provided when employees are

    taught relevant knowledge, skill & abilities at the actual workplace. On the

    job training methods are as working and empowerment whereby people are

    encouraged to take greater responsibility for their work and that of the team.

    COACHING: - In coaching the trainee is placed under a particularsupervisor who acts as an instructor and teaches job knowledge and

    skills to the trainee. He tells him what he wants him to do, how it can

    be done and follow up while it is being done and corrects errors.Coaching should be distinguished from counseling .counseling

    involves a discussion between the boss and his subordinates of area

    concerned with the mans hopes, fear, emotions and aspiration. It

    reaches into very personal and delicate matters. To be done correctly,

    counseling demands considerable background and ability on the part

    of the counselor. If carried out poorly, it may do considerable damage.

    The act of coaching can be done in several ways. The executive apart

    from asking them to do the routine work may ask them to tackle some

    complex problem by giving them chance to participate in decision-

    making.

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    One of the important limitations of this technique is that the individual

    can not develop muchbeyond the limits of his own bosss abilities.

    JOB ROTATION: - The transferring of executive from job-to-joband from departments-to-department in a systematic manner is called

    job rotations. When a manager is posted to a new job as a part of such

    a programme .it is not merely an orientation assignments. He has to

    assume the full responsibility and perform all kinds of duties. The

    ideas behind this are to give him the required diversified skills and a

    boarder outlook, which are very important at the senior management

    levels. It is up to the management to provide a variety of job

    experiences for those judged to have the potential for higher ranks

    before they are promoted.

    Job rotation increases the interdepartmental co-operation and reduces

    the monotony of work. It helps the executive to develop general

    management perspective and does not allow them to continue

    themselves to their specialized field only.

    JOB INSTRUCTION: - This method is also known as trainingthrough step by step. Under this method, trainer explains the way for

    doing the jobs, job knowledge and skills and allows him to do the job.

    The trainer appraises the performance of the trainee, provided

    feedback information and corrects the trainee as show in the exhibit.

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    Exhibits: - process of training under job instructing method

    Step-1

    Step-2

    Step-3

    Step-4

    B Off the job Training: Off the job requires trainees to learn other than

    the real workplace. It is done with the aim of bringing employees to a place

    where the frustration & bustle of work are eliminated. This enables trainee

    to study & understand theoretical information or be exposed to new &

    innovative ideas. Off the job training methods are as follows:

    VESTIBULE TRAINING: - In this method actual work conditionsare simulated in a classroom. Material, files and equipments those are

    used in actual job performance are also used in training. This type of

    training is commonly used for training personnel for clerical and

    semi-skilled jobs. The duration of this training ranges from a few days

    to a few weeks.

    Prepare the employee for instruction put at

    case

    Present the job

    Have him do the job

    Follow through

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    ROLE PLAYING: - Role playing is a training technique where, witha script participants act out a situation in front of the rest of the group.

    In order to decide what they will say and do in the role play,

    participants are given a situation described in detail and assigned a

    role to play. Role players and observers are aware of the general

    situation, but individual role players may be the only ones aware of

    the intricacies of their respective roles.

    LECTURE: - The lecture is by definition, words spoken by theinstructor. It is thus a verbal-symbol medium. Offering a relativelypassive and unstimulating experience for learners, unless the speaker

    has unusual vocal and rhetorical talent. The lecturer needs plenty of

    interesting examples to illustrates theory, colorful and persuasive

    language to enhance a well-organized pattern of ideas, and a pleasant

    and stimulating voice.

    CONFERENCE & SEMINARS TRAINING: - A conferenceseminar is a meeting of several people to discuss the subjects of

    common interest. Better contribution from members can be expected

    as each one builds upon ideas of other participants. This method is

    best suited when a problem has to be analyzes and examined from

    different view points. It helps the member develop their ability to

    modify their attitudes. Participants enjoy this method of learning as

    they get an opportunity to express their views, this method is used for

    executive development as it helps them to identify, define, guide,

    discuss and summarize a problem or a situation.

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    PROGRAMMED INSTRUCTIONS:-programmed instruction isone of the innovation technology developed in recent years. The

    material to be learned is prepared in such a way that it can be

    presented to the learner in a series of sequential steps. These steps

    progress from simple to more complex. The biggest advantage of this

    method is that the learning takes place at the students own pace. He

    proceeds from frame to frame. If his response is correct, he

    immediately gets information indicating that his response was correct

    and he can proceed to the next step. If his response is incorrect, he is

    instructed to restudy the material or he is told why his response waswrong. It is thus possible to guide the progress of students in an

    orderly manner just as a tutor would do. This method is expansive and

    time consuming.

    The training process is made up of three phases:1. Pre-Training:- This may also be called the preparation phase. The

    process starts with an understanding of the situation requiring more

    effective behaviour. It helps to determine the type of training needs a

    group/individual has & what training can be provided so as to achieve

    organization goals i.e. how needs can be fitted in achieving the overall

    organizational objectives.

    2. Training: - During the course of the training participants focus their

    attention on the new impressions that seem useful, stimulating and

    engaging. There is no guarantee that the participants will in fact learn

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    what they have chosen. But the main purpose remains: participants

    explore in a training situation what interests them and a training

    institutions basic task is to provide the necessary opportunities.

    Finally, they incorporate this new fact into their habitual behaviour in the

    training situation. If they do not find it useful, they discard it, try some

    variant, or discontinue learning in this direction.

    3. Post-Training:- This may be called the follow up phase. Whentraining per se concludes, the situation changes. When the participants

    return back to work from the training, a process of adjustment begins for

    everyone involved. The newly learned skills undergo modification to fit

    the work situation. Participants may find their organization offering

    encouragement to use the training and also support for continuing contact

    with the training institution. On the other hand, they may step into a

    quagmire of negativity.

    Training Plan Document

    After identification of training needs through above indicated mechanism, a

    final consolidation for all the relevant inputs is carried out by the Head-HRDafter discussion with the Dept. Heads and finally approved by the Divisional

    Head. A Training Plan document is made by HRD which contain the

    following:

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    a) Review of training achievement for preceding yearb) Training target for the current financial yearc) Training budgetd) Identification of training need

    e) Training Effectiveness Monitoring

    f) Monthly Training Calendar

    Imparting Training

    Training schedule will be implemented through following types of training:

    In-House training

    Training Programs conducted inside the premises of the factory are treated

    as in-house training. These training can be imparted by Internal/External

    faculty depending upon the requirement of General/Specific training needs.

    Outhouse training

    Training programs conducted and organized by outside agency/Training

    Organization /Institute and attended by the employee through nominations

    are treated as out-house training .

    Recruitment:

    Recruitment of the personnel is done on the basis of job profile requirements

    of position indicated in Responsibility & Authority manual.

    Induction Training:

    In order to familiarize the new employee in his new job/location; Induction

    training is organized as per the schedule issued by the HRD department.

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    However, employees from other department/functions, assist/co-operate as

    per the Induction Schedule.

    Worker Training

    Group training needs is identified by Head-HRD in consultation with

    respective functional Heads. Training is imparted in batches according to the

    monthly training schedule.

    Training Effectiveness

    Evaluation of training programs, is ascertained by the help of trainingfeedback Questionnaire

    The degree of effectiveness of training input is assessed by one or moreof the following modes:

    a)

    Post Training Test (Wherever applicable).b) Feedback on training input matrix duly filled by concerned HODs on

    quarterly basis.

    The data pertaining to Training activities for each month is made available

    to the Top Management through Quarterly Management Information System

    for review.

    TRAINERS ROLE

    Training is extremely important when you consider the changes that are

    taking place in the work environment today, workforce, shortages of skilled

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    workers technological advancements, increasing global competition and the

    nationalization efforts that play such a primary role in the local region.

    Managers are responsible for setting up a training that has a clearly define

    structure and objectives that are understood by everyone involved with the

    development process. Now that the managers role is understood we need to

    focus on the individuals that will have the biggest roles in the integrated

    competency-based system, the trainer and trainee!

    The trainer is often referred to as one of the most important players in the

    training process because they are responsible for guiding the trainee through

    the learning process. Trainers must be competent, have good communication

    and strong inter-personal skills. Trainers must determine what the trainee is

    capable of learning at any given time and then present the training and

    development activities in a clear and logical manner so the trainee is capable

    of performing the required tasks.

    In order to do this the trainer must ensure each trainee understands what is

    expected of them, how the work should be accomplished and what criteria

    will be used to measure and evaluate the trainees efforts.

    STEPS IN TRAINING

    PLAN THE TRAINING: - The trainer must decide what training activities

    will take place and integrate these activities with real day-to-day work

    assignments. Once the plan is established the trainer will also be responsible

    for discussing the assignment with the trainee so that an orderly approach is

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    taken. During the planning phase the trainer should also review all

    appropriate documentation and material related to what they are going to

    teach the trainee.

    1. SCHEDULE THE TRAINING SESSIONS:- The trainer shouldreview the trainees ability and match it against the current operational

    requirements in order to determine the appropriate time to conduct

    training activities.

    2. CONDUCT TRAINING ACTIVITIES: - The trainer should startthe training session by explaining the objective of the training activity

    to the trainee and explain why they need to learn the material. The

    trainer must then demonstrate the proper way of completing the task

    or operation. A good trainer ensures that each and every trainee

    immediately practices the skills they have learned under the trainers

    supervision. The trainer also needs to allow the trainee enough time to

    practice the tasks before being evaluated.

    3. EVALUATE TRAINING: - The trainer has many differentevaluation methods at their disposal, such as, written tests, interviews,

    observation, work samples and reports. The observation method is

    used to evaluate a trainees performance .the trainer watches to ensure

    all procedures were being done correctly, safety and in the propersequence. The trainer then provides feedback to the trainee and their

    manager, if required. The feedback would point out the strengths and

    weakness of the trainees performance.

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    4. DOCUMENT TRAINING ACTIVITIES: - Finally, the trainershould document the results of the training activities and if

    appropriate, the results of the training evaluation. Documenting

    training is important for a number of reasons but the most important is

    that it provides a record of the trainees performance. This record is

    extremely helpful when a trainee is receiving training and guidance

    from more than one individual. Having a formal training record

    allows everyone involved with the training & development process to

    concentrate on what trainee needs next instead of spending time trying

    to figure out what has already been accomplished!

    IMPLEMENTATION OF TRAINING PROGRAMME

    To put training programme into effect according to definite plan or

    procedure is called training implementation.

    To put training program into effect according to definite plan or procedure is

    called training implementation is the hardest part of the system because one

    wrong step can lead to the failure of whole training program. Even the best

    training program will fail due to one wrong action.

    Training implementation can be segregated into:

    Practical administrative arrangements Carrying out of the training

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    Training design involves designing of training programme for skilled, semi-

    skilled and unskilled worker. In an organization, the trainers and the

    management are mainly involved in the designing of a training programme.

    A training programme should be designed in such a way that the employees

    of an organization are included to completely utilize their potential for

    fulfilling the organizational objectives. There are various types of

    programmes that can be implemented by the trainers. When designing a

    training programme, the structured of the organization needs to be

    considered. The management of an organization plays different roles, which

    includes administrator and consultant in training and development.

    EVALUTION OF EFFECTIVENESS OF TRAINING

    PRGRAMME

    The effectiveness of any training program is essential to know how much the

    participants have understood; learned & how well they are going to use their

    new skill on the job. It also helps to know whether the training program

    being conducted has been able to achieve the desired results or not like

    reducing turnover, reducing wastage etc. Other than, effectiveness of a

    training programme also depends on a proper analysis of learning needs, the

    design of appropriate curriculum, skills in teaching methodologies, andselection of appropriate learning materials.

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    AT MCL, FOLLOWING WAYS ARE TAKEN INTO

    CONSIDERATION FOR EVALUATION OF TRAINING

    PROGRAMME

    For Trainees:

    1. Questionnaire: After each session of training program the

    participants are subjected to test so as to judge the level of understanding of

    each participant from the training program. These kinds of test enable to

    decide, how effective the program was? This helps in order to ascertain the

    degree of absorption of the training inputs.

    2. Presentations (If required): This is mainly done in case of

    specific needs where it is not feasible to organize in-house training program.

    The nominated employee undertakes the training and if he finds out that the

    training will be of useful or is important for other employees then he after

    Evaluating of Training

    Trainer Trainees

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    taking to the Head HRD organizes the training program within the

    company.

    For Trainer:

    1. Feedback form: After every training program, participants get thechance of rating the training program being conducted. This feedback

    form is filled by the trainees in whom many questions relating to

    material, communication skill of the trainer, slides, and performance are

    asked. In other words, overall performance of trainer and feedback of

    participants are evaluated by the help of Training Evaluation

    Effectiveness Sheet. The following format

    2. System of Management Information System:

    Every month MIS is prepared by HRD which acts as a record where by

    training detail are filed.

    This report contains information of what was planned and what happened

    in actual training like how many of them attended the program (group

    size). What was the reason of training not been conducted when it was

    planned etc. The following format prepared of those nominated. They

    are informed about the program at least a week advance through mail and

    also through a training circular that is sent across to them. Signatures of

    the participants are taken as confirmation. Participants deputed for

    attending training programmes outside the factory submit a copy of the

    training material / report about the suitability of the programme to HRD

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    and take a briefing session or for the other employees or sharing the

    learning experience with the colleagues.

    In case of Internal Training, the employees who have alreadyattended training outside take the responsibility of training to be

    conducted Internal Training conducted is for Staff members &

    workers. Internal training conducted is as per schedule laid down in

    the training calendar. The participants for training programme are

    selected, based on needs mentioned in the training identification form

    as identified by them or their superiors. The participants are well

    informed at least one week in advance, along with their HOD in

    personal i.e. through circular & also through mails.

    AT MINDA CORPORATION, TRAINING IS

    ALSO CONDUCTED IN HINDI FOR WORKERS.

    EVALUATION TRAINING EFFECTIVENESS

    Evaluating your training allows you to work towards improving it. There

    are several ways to get an accurate picture of what your training has

    achieved and what the limitations are.

    EMPLOYEE PERFORMANCE EVALUATIONS

    Review the impact of the training on the employees performance, aspart of a regular appraisal process. This is a good time to discuss any

    additional training needs.

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    BUSNESS PERFORMANCE EVALUATIONS

    Training can be evaluated by measuring tangible performance indicators,

    such as sales, production costs, output, absenteeism and staff turnover.

    Qualitative improvements may be just as important. This could include

    higher quality goods & services, better teamwork, fewer customer

    complaints and greater innovation within your business.

    EMPLOYEE FEEDBACK: - Ask your employees:

    If the training was relevant to their job and their level of expertise How they will put their training method What worked and what didnt What could be improvedTRAINING EFFECTIVENESS MONITORING

    To make any training input meaningful, its effectiveness has to be felt.

    In Minda, they adopted the following measures for assessing theeffectiveness of training

    Training Evaluation Questionnaire Training Effectiveness Evaluation sheet Post Training Test Preparation by participants after attending out-house programme

    (if required)

    Training Input matrix

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    TRAINING EVALUATION QUESRIONNAIRE

    In order to have the participants feedback and reaction about the various

    aspects of training programmes we are using this questionnaire.

    TRAINING EFFECTIVENESS EVALUATION SHEET

    We have also developed a computerized training effectiveness evaluation

    sheet wherein the response generated from the training evaluation

    questionnaire is fed in the computer and the results for different factors of

    training inputs are accordingly analyzed.

    POST TRAINING TEST

    In order to ascertain the extent/degree of absorption of the training inputs,

    we conducted customized post training test.

    PRESENTATION BY PARTICIPANTS AFTER

    ATTENDING OUT-HOUSE PROGRAMS(IF REQUIRED)

    In case of specific needs where it is not feasible to organize in-house training

    programme, we nominate the participant for outhouse training programmers.

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    RESEARCH METHODOLOGY

    In this chapter review of few studies problem areas for the present study,

    statement of the problem, objectives, instruments of data collection,

    sampling, tools of analysis have been presented.

    STATEMENT OF THE PROBLEM- TRAINING AND

    DEVELOPMENT PROCESS AT MINDA CORPORATION LTD

    Objectives

    1. To study work climate and culture of Minda.

    2. To analyze the extent of job satisfaction and performance excellence

    amongst the employee.

    3. To determine the training needs of executives.

    4. To evaluate the training policies in the corporation.

    5. To evaluate the role of training role of organization in effective

    implementation of training.

    SAMPLING

    Sampling Area

    Minda Corporation Ltd Haridwar

    Research Tool - Questionnaire

    Sampling units - 20(total, 20 respondents back)

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    PRIMARY SECONDARY

    1. Questionnaire 1. Diary

    2. Books

    3. Other records

    4. Magazines

    The investigator used questionnaire and opinion survey for collection of data

    from primary source. Questionnaires were used for supervisory and

    executive cadre and opinion survey was used to know the technology,

    perceptions, thoughts and reactions of the executives, employees/workers

    and trade union members of the organization.

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    ANALYSIS AND INTERPRETATION

    1. Rate of overall performance of training programTable 1: shows that, among the 20 respondents, 2(10%)respondents

    said that training program is Excellent, 6(30%)respondents said that

    training program is very good,8 (40%) have rated of overall

    performance of training program is good and 4(20%)people said that

    the training program of the organization is satisfactory.

    Table No. 1

    0

    2

    4

    6

    8

    10

    12

    RESPONSE

    SCALE

    PERCENTAGE

    GRADE RESPONSE SCALE PERCENTAGE

    Excellent 2 5 10%

    Very good 6 4 30%

    Good 8 3 40%

    Satisfactory 4 2 20%

    Poor 0 1 0

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    2. Rate the overall performance of Trainer/Trainers.Table 2: shows that, among the 20 respondents, 3(15%) respondents

    think that the performance of trainer is excellent, 4(20%) respondents

    think performance of trainer is very good and maximum respondents

    said that the performance of trainer is good. Only two people are not

    satisfied with the performance of trainer.

    Table No. 2

    0

    2

    4

    6

    8

    10

    12

    Excellent Very good Good satisfactory Poor

    RESPONSE

    SCALE

    PERCENTAGE

    GRADE RESPONSE SCALE PERCENTAGE

    Excellent 3 5 15%

    Very good 4 4 20%

    Good 8 3 40%

    satisfactory 3 2 15%

    Poor 2 1 10%

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    3. How far did you achieve your learning objective from the

    programme?

    Table 3: shows that, among the 20 respondents, 7(35%) have rated

    learning objective

    Table No. 3

    0

    1

    2

    3

    4

    5

    6

    7

    8

    RESPONSE

    SCALE

    PERCENTAGE

    GRADE RESPONSE SCALE PERCENTAGE

    Fully 1 5 5%

    Substantially 4 4 20%

    Partially 7 3 35%

    fairly 6 2 30%

    Very little 2 1 10%

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    4. How was the training programme conducted?

    Table 4: shows that, among the 20 respondents, 1(5%) respondents

    think that training program is excellent, 6(30%) respondents think

    that training program is very good, 10(50%) maximum respondents

    think that training program is good. Only 2(10%) respondents think

    that training program is poor.

    Table No. 4

    0

    2

    4

    6

    8

    10

    12

    Excellent Very good Good satisfactory Poor

    RESPONSE

    SCALE

    PERCENTAGE

    GRADE RESPONSE SCALE PERCENTAGE

    Excellent 1 5 5%

    Very good 6 4 30%

    Good 10 3 50%

    satisfactory 1 2 5%

    Poor 2 1 10%

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    5. How do you the use of training techniques in facilitating learningin terms of mixing participative and non-participative technique.

    Table5: shows that, among the 20 respondents, 10 (50%) maximum

    respondents have rated training technique are good.

    Table No. 5

    0

    2

    4

    6

    8

    10

    12

    RESPONSE

    SCALE

    PERCENTAGE

    GRADE RESPONSE SCALE PERCENTAGE

    Excellent 1 5 5%

    Very good 5 4 25%

    Good 10 3 50%

    satisfactory 2 2 10%

    Poor 2 1 10%

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    6. To what extent did you find the training programme relevant

    to your job performance?

    Table 6: shows that, among the 20 respondents, 7 (35%) most of the

    respondents think that training program is relevant for their job

    performance. Only 10% respondents think that training program is

    not relevant with their job.

    Table No. 6

    0

    1

    2

    3

    4

    5

    6

    7

    8

    RESPONSE

    SCALE

    PERCENTAGE

    GRADE RESPONSE SCALE PERCENTAGE

    Highly 4 5 20%

    Substantially 3 4 15%

    Moderately 7 3 35%

    Fairly 4 2 20%

    least 2 1 10%

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    7. Did you find training material useful?

    Table 7: shows that, among the 20 respondents, 7(35%) have rated

    of training material useful.

    Table No. 7

    0

    1

    2

    3

    4

    5

    6

    7

    8

    RESPONSE

    SCALE

    PERCENTAGE

    GRADE RESPONSE SCALE PERCENTAGE

    Excellent 2 5 10%

    Very good 3 4 15%

    Good 7 3 35%

    satisfactory 6 2 30%

    Poor 2 1 10%

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    8. Were the Audio Visual aids, of any use in the training program?

    Table 8: shows that, among the 20 respondents, 6(30%) have rated

    use of Audio Visual aids are Very good and 2(10%)respondents

    response that Audio Visual aids are poor.

    Table No. 8

    0

    1

    2

    3

    4

    5

    6

    7

    8

    RESPONSE

    SCALE

    PERCENTAGE

    GRADE RESPONSE SCALE PERCENTAGE

    Excellent 2 5 10%

    Very good 6 4 30%

    Good 6 3 30%

    satisfactory 4 2 20%

    Poor 2 1 10%

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    9. Was/Were the Trainer/Trainers presentation clear in terms of

    expressions of his ideas?

    Table 9: shows that, among the 20 respondents, According to

    3(15%)respondents trainers presentation is highly clear,

    6(30%)respondents said that is trainers presentation is substantially

    clear,7 (35%) have rated trainer presentation as moderate. Only two

    people response that trainers presentation is very least clear.

    Table No. 9

    0

    1

    2

    3

    4

    5

    6

    7

    8

    RESPONSE

    SCALE

    PERCENTAGE

    GRADE RESPONSE SCALE PERCENTAGE

    Highly 3 5 15%

    Substantially 6 4 30%

    Moderately 7 3 35%

    Fairly 2 2 10%

    least 2 1 10%

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    10. Was the time allocation for the programme adequate?

    Table 10: shows that, among the 20 respondents, the training programe is

    conduct by the highly qualified and experienced person so the time

    allocation is very good but 2(10%) respondents think that it is not correct.

    Table No. 10

    0

    1

    2

    3

    4

    5

    6

    7

    8

    9

    RESPONSE

    SCALE

    PERCENTAGE

    GRADE RESPONSE SCALE PERCENTAGE

    Highly 2 5 10%

    Substantially 8 4 40%

    Moderately 6 3 30%

    Fairly 2 2 10%

    least 2 1 10%

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    11. How was the administrative arrangement in the training room?

    Table 11: shows that, among the 20 respondents, 2 (10%)

    respondents said that arrangements are excellent, 5(25%) respondents

    said that arrangements are very good, 10(50%) respondents said that

    arrangements are good, only one respondent is totally not satisfied

    with the administrative arrangements in the training room.

    Table No. 11

    0

    2

    4

    6

    8

    10

    12

    RESPONSE

    SCALE

    PERCENTAGE

    GRADE RESPONSE SCALE PERCENTAGE

    Excellent 2 5 10%

    Very good 5 4 25%

    Good 10 3 50%

    satisfactory 2 2 10%

    Poor 1 1 5%

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    Suggestions

    Keeping in mind the above values of the company in mind, we need todefine competencies required to effectively perform his/ her role in the

    company.

    The following are the suggested competencies required for a consulting

    engineer's position in the company.

    1. Customer Intimacy and Focus:-Problem Analysis and Resolution

    -Customer Service

    2. Result Focus:

    -Generate Business Value for customers

    -Planning, Organizing and Project Management

    -Business Management

    3. Innovation and Continuous Improvement

    -People Management

    -Technical Knowledge

    4. Technical Competencies.

    -Core technical skills

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    Suitable training programmes and other interventions may be recommended

    based on the competency gap analysis done.

    Developing an individual is not just a matter of attending a training course.

    Individuals have numerous opportunities to develop their own skills and

    knowledge.

    They will of course require the support of their managers and the company.

    It is the responsibility of managers to ensure development.

    Here are few ideas for developing a team:

    1. Delegating work2. Coaching on the job3. Project Teams4. Mentoring5. Team developing activities6. Sharing best practice

    The method chosen will depend upon resources and time available,

    opportunity and above all suitability for successfully meeting the training

    objective. What suits one individual may not necessarily be right for all, so

    training needs analysis should always be agreed following discussion

    between employee and his manager.

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    Recommendations

    The following recommendations are made:

    1. Managers fulfill a key role in changing HRD practices but it wasfound that it is sometimes difficult to get them to fulfill this active

    role, either because of their workload, lack of affinity with HRD

    tasks or a lack of skills in this field.

    2. Therefore in the short term, it is necessary to find strategies toinvolve managers in HRD, by changing their views on learning

    and increasing their motivation to support learning. In the long run,

    consideration should be given to incorporating HRD skills in all

    management training programmes.

    3. HRD functions should be more precisely defined and recognizedby the top management as a major part of the global development

    strategy of the company and seen as an investment rather than a

    cost.

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    BIBLIOGRAPHY

    1) DR. Aswathappa Human Resource Management

    Fourth Editions, 2005

    Tata McGraw-Hill publishing Company Ltd

    2) C.B.Mamoria Personal Management

    3)www.google.com

    4)www.minda.co.in

    http://www.google.com/http://www.google.com/http://www.google.com/http://www.minda.co.in/http://www.minda.co.in/http://www.minda.co.in/http://www.minda.co.in/http://www.google.com/
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    Questionnaire

    1. How would you rate the overall performance of the training programme aslearning experience?

    Excellent Very Good

    Good Satisfactory

    Poor

    Comments, if any:

    2. How do you rate the overall performance of Trainer/Trainers?

    Excellent Very Good

    Good Satisfactory

    Poor

    Comments, if any:

    _____________________________________________________________

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    3. How far did you achieve your learning objective from the programme?

    Fully Substantially

    Partially Fairly

    Very Little

    Comments, if any:

    4. How was the training programme conducted?

    Excellent Very Well

    Well Fairly Well

    Poor

    Comments, if any:

    _____________________________________________________________

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    5. How do you rate the use of training technique in facilitating learning in

    terms of mixing participative and non-participative techniques?

    Excellent Very Good

    Good Satisfactory

    Poor

    Comments, if any:

    6. To what extend did you find the training programme relevant to your job

    performance?

    Highly Substantially

    Moderately Fairly

    Least

    Comments, if any:

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    7. Did you find training material useful?

    Excellent Very Good

    Good Satisfactory

    Poor

    Comments, if any:

    8. Were the Audio Visual aids, of any use in the training programme?

    Excellent Very Good

    Good Satisfactory

    Poor

    Comments, if any:

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    9. was/were the trainer/trainers presentation clear in terms of expressions of

    his ideas?

    Highly Substantially

    Moderately Fairly

    Least

    Comments, if any:

    10. Was the time allocation for the programme adequate?

    Highly Substantially

    Moderately Fairly

    Least

    Comments, if any:

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    11. How was the administrative arrangement in the training room?

    Excellent Very Good

    Good Fair

    Poor

    Comments, if any:

    _____________________________________________________________

    Please give your suggestions to make the Training Programme more

    effective

    (Signature of the participant)

    PLEASE SPECIFY, HOW ARE YOU GOING TO UTILISE THESE TRAINING INPUTS IN

    YOUR REAL JOB SITUATION?

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    1. Training Need Identification2. Annual Training Calendar ( Staff & Associates )3. Monthly Training Calendar4. Training Need Form5. Training Attendance Sheet6. Training Feedback Form