STUDY OF TRAINING & DEVELOPMENT AT BAJAJ CARPET INDUSTRIES LIMITED PROJECT REPORT 2012

Submitted for the partial fulfillment of the requirement for the award of

MASTER OF BUSINESS ADMINISTRATION IInd SEMESTER

SUBMITTED BY: SACHIN NAGAR
ROLL NUMBER : 1103870088

UNDER THE GUIDANCE OF

INTERNAL GUIDE: VINITA SRIVASTAVA EXTERNAL GUIDE: MANOJ KAPASIA

INSTITUTE OF TECHNOLOGY AND SCIENCE

MOHAN NAGAR,GHAZIABAD-201007(U.P) PH.0120-4174900 FAX:0120-4174913 WWW.ITSGZB.AC.IN

CERTIFICATE

This is to certify that SACHIN NAGAR a student of Master of BusinessAdministration, Batch (2011-13) of INSTITUTE OF TECHNOLOGY ANDSCIENCE, Roll No. 1103870088 has undertaken the Summer Internship Project under my guidance for the Project Title STUDY OF TRAINING&DEVELOPMENT AT BAJAJ CARPET INDUSTRIES LIMITED. This ProjectReport is prepared in partial fulfillment for the Degree of Master of Business Administration by Mahamaya Technical University, Noida To the best of my knowledge, this research work is original and no part of this report has been submitted by the student earlier to any other institution / university.

Dr./Ms./Mr... VINITA SRIVASTAVA

Lalit Sharma Chair Person (MBA)

ACKNOWLEDGEMENT

I want to extend my regards to my external guide Mr. Manoj Kapasia (HR Manager) Bajaj Carpet Industries Limited Greater Noida who gave their valuable time and all possible resources for the completion of the project.

PREFACE
I did my summer training at the Bajaj Carpet Industries Limited Greater Noida. The topic allotted to me was Study of Training & Development This 6 weeks study was conducted under the guidance of Mr. Sanjay Ranjan Sinha. During the first few weeks I was asked to collect any matter of relevance on the assigned topic This particularly involved identification of the training needs at the different levels and how far they can be practically implemented in the organization The next step involved understanding the training process at the Bajaj Carpet

Industries Limited Greater Noida some of the techniques identified in the previous
stage were actually implemented Thus the stages can be classed into : Stage 1: Book research Stage 2: Understanding the T&D process at the Bajaj Carpet Industries Limited Stage3: Study of the various methods used and the ones that can be implemented Stage 4: Implementing newly identified methods

E1 E2 E3

CONTENTS

Synopsis

Executive Summary Introduction Objective

Company Profile

Training Development Policy Training Need Identification Study of needs of training Research Methodology

Analysis interpretation

Findings Conclusion Recommendations Limitations Bibliography Annexure

SYNOPSIS
Title Training & Development Objective of the Study To understand the entire training process and identifying the training needs of the employees at the Bajaj Carpet Industries Limited Introduction Successful candidates placed on the job need training to perform their duties effectively Workers must be trained to operate machines, reduce scrap and avoid accidents It is not only workers but executives and supervisors who need training as well in order to enable them to acquire maturity of thought and action Training and development constitute an ongoing process in any organization Training thus means to turn members into productive insiders It is the second step after recruitment, screening and selection The principles of learning make training work ,thus how a person learns should be the guiding principle in explaining how a person should be trained

EXECUTIVE SUMMARY
The project report contains information about the study of training & development for

Bajaj Carpet Industries Limited

The project introduces the Bajaj Carpet Industries Limited work culture and the existing training process.

All the information has been collected by personal interactions with different departments functional managers and executives.

AN INTRODUCTION TO TRAINING:

Successful candidates placed on the job need training to perform their duties effectively Workers must be trained to operate machines, reduce scrap and avoid accidents It is not only workers but executives and supervisors who need training as well in order to enable them to acquire maturity of thought and action Training and development constitute an ongoing process in any organization Training thus means to turn members into productive insiders It is the second step after recruitment, screening and selection The principles of learning make training work ,thus how a person learns should be the guiding principle in explaining how a person should be trained Thus training requires Practice Feedback Motivation to learn

Thus training is systematic and intentional basically involving the felicitation of the learning process Further training enhances three broad classes of skills Motor skills: manipulation of physical environment based on certain patterns of bodily movements Cognitive skills: acqusitional of mental and attitudinal functions Interpersonal skills: enhancing interactions with other people

No organization has unlimited resources, so training has to be done on the basis of identified resources in three phases

PRE TRAINING -Clear understanding of the situation that calls for more effective behavior TRAININGImplementing the effectiveness in behavior POST TRAININGThe management has to handle a person who is more confident, post training A lot of adjustment is needed on both sides

COMPANY PROFILE
Bajaj Carpet Industries Ltd. is a professionaly managed closely held public limited company formed in the year 1985-86. Initially Incorporated as a private limited company in the name of Bajaj Spinning Mills (P) Ltd. The company was converted into a public Limited company in the name of Bajaj Carpet Industries Ltd., On 21st march 1994. The company has total area of 13955 Sq.Mtrs. With total built up area 11164 Sq.Mtrs. Bajaj Carpet Industries installed a Tufting unit which is the second Tufting unit in India to Cater to the Growing demand from institutional, Hotel and multinational companies. The company installed a printing unit which is the second biggest unit in India toCater to growing demand from Hotel, Conference Hall, Interior Decoration & Institutional Market the company has a marketing channel comprising of registered Dealers networks, in all the regions all over India for domestic-non Auto Market. The company is ideally located at Noida-Dadri Highway, which is the heart of all northern Automobile Manufacturing Companies. It is 40 K.M. from Maruti Udyog Ltd., 2 K.M. from Daewoo Motors Ltd. & 8 k.M. from Honda Siel. Since its incorporation it has been actively engaged in the production of Carpets and Insulation's for the Automobile Industry. From 1993-94 as a part of its diversification scheme the company has started Production of MOULDED CARPETS and CONTRACT CARPETS.

10

PRODUCT RANGE

Product Line
product

MAJOR OEM CUSTOMERS

MUL (MARUTI UDYOG LTD.), GURGAON NON-WOVEN TATA MOTORS LTD, PUNE HINDUSTAN MOTORS LTD., KOLKATA. HINDUSTAN MOTORS KaleenCHENNAI LTD., HYUNDAI MOTORS LTD., CHENNAI.(2nd Tier Thtough hanil lear) Premium Supertex Pasting Premium Supertex Foaming DISTRIBUTORS AND DEALERS ALL OVER INDIA. HOTELS, MUTIPLEXESBajajlon & CORPORATE HOUSES. STATE ASSEMBLY & PARLIAMENT HOUSES. PRESIDENT OF INDIA Bajajron HOUSES.

MAJOR CUSTOMERS FOR FLOOR CARPETS & FURNISHINGS

MACHINE TUFTED

Bajajleen

ENVIRONMENT POLICY: Bajaj Carpet Industries Limited, engaged in manufacturing of

sheet metal components, welded sub-assemblies and exhaust systems for automotive applications, reaffirms its commitment to minimize the adverse impacts of its operations on the environment. To this end, we shall endeavor to: 1) Develop and maintain an environmental management system and continually monitor, set and review the environmental objectives and targets. 11

Featherlon MACHINE TUFTED GRAFIC LOOP PILE PRINTING LOOP PILE Mats Rugs Runners Janawaz Wall to wall Rolls PRINTED CUT PILE.WALL TO WALL 600 Gsm 800 Gsm 1000 Gsm

2) M,eet all applicable environmental legislations, regulations and customer requirements. 3) Conserve natural resources and energy by constantly seeking to reduce their consumption or wastage and maximize their recycle / reuse. 4) Minimize / prevent air, water, noise and land pollution generated from our activities.

5) Maintain a system for hazard waste management.

CODE OF CONDUCT:
The Company duly recognizes the importance of the Corporate Governance and is strongly committed to good Corporate Governance practices. The Company endeavors to maximize the value in terms of maximization of wealth, returns and growth of its stakeholders, customers, shareholders, employees, government, and lenders including the society of which the Company is a part and believes in information to all stakeholders on the performance of the Company.

12

OBJECTIVE OF THE RESEARCH

To understand the entire training process and identifying the training needs of the employees at the Bajaj Carpet Industries Limited

13

RESEARCH METHODOLOGY
Research is a common language refers to a search for knowledge. Research is a scientific and systematic search for pertinent information on a specific topic. In fact, research is an act of scientific investigation. Research Methodology is a systematic way to solve research problem that may be understood as a science of studying how research is done scientifically. In it we study the various steps that an generally adopted by a researcher in studying his research problem. It is necessary for the researchers to know not only research methods/techniques but also the methodology. The scope of research methodology is a wider than that of research methods. The research process consists of a series of closely related activities .At times, the first step determines the nature of the last step to be undertaken how research problem has been defined, in what way and why hypothesis has been formulated, what data has been collected and what particular method have been adopted and similar other question are usually answered when we talk of research methodology concerning a research problem or study

14

SAMPLE SIZE Trainees: 20 The sample size chosen was Trainers: 10 The 10 faculty members were chosen from the total faculty strength of 50 The respondents were choosed randomly.

The 20 respondent chosen were from different departments and different levels in the organization. They also were chosen randomly.

METHODS OF DATA COLLECTION

PRIMARY DATA: Primary data was collected through a structured
non- disguised questionnaire. Two questionnaires were designed: one for the trainers and other for the trainees.

Statistical methods used for analysis of data collected were. Tally Method Method of moving averages bar graphs and pie charts.

DATA PRESENTATION
In this chapter, the data collected from the respondents has been tabulated. Each question has been handled one-by-one in sequence. TRAINERS:

15

What are the rules and procedures that govern the standard and scope of training in your organization? 1. Each individual has to undergo seven days of training in a year. a. Need based intervention (for gap). b. Planned Intervention (for development). 2. Yearly program are mentioned with the duration in the training calendar. a. Excellence, experienced faculty is existed. b. Individual feedback is sought after each program.

3. Training needs analyses is done at corporate and profit level. a. Training schedules is made on the basis of training need analysis (TNA). b. The total training policy is guided by HR development rules. 4. Training policy is clearly laid down by corporate office, HEIL.

16

What methods are used for training need analysis? By individual in a form supplemented by their superiors, ranking is done. a. Meeting the coordinator. b. Understanding the profile of participant. c. Understanding the process the participant is undergoing. By taking feedback, discussing with the participant, department heads and project heads. Identification through a mechanism of TNA between the employee and supervisor at all levels. Through questionnaires and personal interaction with the heads of department. a. Actual interview with COO, Sr. executive and some participants. b. Feedback of programs. c. Performance appraisal form. d. Needs identified by management. Organizational experience. need, customs, feedback and practical

17

What are the various areas in which training is imparted? Company policies and procedures. Functional Skills Human Relation. Problem Solving. Managerial and supervisory Training. Apprentice Training. What are the various training methods employed? On-the-job: Practical training on site/plant. Theoretical as well as hands on training. On the job training is generally used at induction level. Off-the-job: Lectures Seminars. Case Studies. Simulation. Exercises. Management input and developing of managerial competencies through class room lectures.

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On what basis do you select the training methods to be used? As per the need, experience and job requirement, also depending on organizational and personal goal. Availability of resources. Based on participant profile. Depends on type of training to be imparted. On the basis of objectives, training interventions and its impact. Survey and analysis. On what basis do you decide to conduct training externally? If resource-faculty and facility are not available at HEIL. Once in year. In case of new program, where HEIL has no experience. If workload at HEIL is more. When in house faculty for the subject concerned is not available. On what basis do you select the external agencies? Through their market reputation, past experiences, and faculty profile. Interaction with agencies. References Charges. Based on feedback obtained regarding the agencies and any past experience with the agency for similar type of program.
19

 Based on credentials, associated with HEIL. What according to you are the advantages of external training? It is change for participants. Also, they interact with participant of other organization and can hence benchmark. In case of new program, it gives a good idea for the development of HEIL personnel in that field. New ideas. Sharing of workload. Boarder Perspectives. Some training requires a conditioned environment, which can be taken care of. Some of the topics such as Wagon maintenance can only be seen and understood in external training program. It is more systematic, as they have expertise in their field. What generally, is the frequency of training program? Training program is on at HEIL all year round. However, frequency of the program depends on the type of program. For ex computer sessions are held weekly, executive trainee program are held once in a year. What normally is the duration of a training program? Duration of the training program depends on the type of training program. For ex, training on computer basics are generally of 3-5 days duration while those for executive are of one-year duration.
20

How do you decide on the training budget? Yearly budget allocation is done to HEIL by the head office. Training program is made on the basis of Training calendar of the organization. Projection of any training aids procurement. Normal administrative expenditure. Past experience and benchmarking with the current scenario.

Cost per participant * no of participant to be trained. What methods do you use to evaluate the effectiveness of training program? Observation Rating. Trainee Survey. Test before and after Classroom Presentation. Reviewing the effectiveness after certain interval. Through their reporting officer. What according to you are the roles and responsibilities of trainer and trainee in order to make a training program successful? 1. Trainer Well Experienced Good Leader.
21

 Patient Listener. Conviction. Through knowledge. Dedication. Appropriate Preparation. Should evaluate the effectiveness of the program. Learner-Centered.

2. Trainee Effective and alternative listener. Seriousness and Commitment Co-operation. Proper feedback on the session. Positive attitude. Each should function in partnership and the trainer should be concerned about the development of the learner.

22

What are the main problems you come across while training individual? For some people, training is merely a relief from regular monotony. So they want to relax during the training days instead of taking it seriously. Sometimes participants are sent not on the basis of their needs, but to satisfy the statistics. If the batch is not homogenous, it is a problem to maintain the flow in training program. Caliber of individual is of different levels. Mindset. Participants sometimes dont have the prerequisite background for training.

What methods are used to detect and overcome learning blockage that may be present? The program can be presented in a very attractive way, linking with practical life, its problem, earning atmosphere can be made friendly to have an open discussion. Having a good tiebreaker at the beginning of the session.

23

 By involving the participants, letting him express his views, listening to his views and problems and by solving them to some extent. Trainers should identify the level of understanding of each participant and accordingly exercise should be given to make them comfortable. Behavioral techniques & Personal Interaction. In future what according to you would be the potential areas of training? Techno-managerial capabilities. Actualization of moral values. Development of HR. Value-based leadership. Team Building. Paradigm Shift. Benchmarking Computer/technological advancements. Human Relations. Core competencies, core value actualization, and business strategies in changing scenario.

Trainees: What are the methods used for the analysis of your training needs? Analysis by superiors or company, identification by individuals. Discussion with superiors.
24

 Identification by group head or depending on departmental functional needs. Feedback from persons to be trained about what training they need and this incorporate in PMIs program to the extent possible by management. Planned interventions training. Questionnaires filled by participants. Training is identified which has been proposed by the training department, by the employees based on his needs and aptitude. Self-Analysis. Depending on the type and nature of job being handled. Discussion at departmental levels. Keeping in mind the career map of an employee and also the functional requirements. Are the employees involved in identifying their training training?
RESPONSES Yes NO OF RESPONDENT SAYING

needs/areas of

17 3

No Which are the various areas in which training is imparted? Company policies and procedure. Functional Skills. Human Relation.

25

 Problem Solving. Management and Supervising. Apprentice Training. Creativity. Strategic Planning. Computers. Cross-Functional skills.

In future what according to you would be the potential areas of training? Computer Program. Core Technical Areas. Management Related. Work culture & discipline. Objective of organization. HRD/HRM. Strategic Management. Corporate Governance. Behavioral And Training. Interpersonal and interactive Skills. Adaptability to change in future. Problem Solving. Communication Skills.

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What are the various training methods employed? ON-THE-JOB: Different location with the location in change. Practical Work. OFF-THE- JOB: Lectures. Audio-visual Aids. simulation. Discussions. Seminars. Workshop. Project Work. DO you think methods used are relevant and effective?
RESPONSES Yes No NO OF RESPONDENT SAYING 17 3

What are your objective in attending a training program? Gain Knowledge in my area. To enjoy social get together. Develop Competencies.
27

 Self-Development. Personal Satisfaction. Overcome mental blockage Eliminate complacency. Do you think your objective of attending the training program is normally achieved?
RESPONSES Yes No NO OF RESPONDENT SAYING 20 0

What are the areas in which training should be imparted? Technical Skills Managerial Skills. Computers. Functional Areas. Interpersonal Relation. Behavioral Skills. Handling workforce in the age group of 45-50. Human Relations. Communication Skills.

28

Are you provided with adequate continuing training to keep you abreast of changes in the environment?
RESPONSES Yes No NO OF RESPONDENT SAYING 15 5

What are the methods used to evaluate the effectiveness-training program? Feedback after training. Improvement in performance. Written test exams. Does management take into consideration your training opinion on the training program planning?
RESPONSES Yes No NO OF RESPONDENT SAYING 19 2

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Identify the shortcoming in the training programs, if any, regarding the following? Physical Arrangement. Faculty. Training Methods. Contents of the program. Any other please specify Participants not involved in training program planning .No other shortcoming were mentioned.

Have you communicated these problems to the management?

RESPONSES Yes No Not Applicable NO OF RESPONDENT SAYING 6 3 11

DATA ANALYSIS
The tabulation of data collected was done in the previous chapter. Here we will analyze and interpret the data and try to reach some final conclusion in the next chapter. We first begin with the analysis
30

of the data collected from the t & d staff. We will analyze the responses to each of the question in sequence. Methods used for training needs analysis from the data gathered, we can observe the following The training needs analysis is done generally by discussion with superiors and departmental heads. However, the participants themselves also play a vital role in identifying their own training needs. However, the participants themselves also play a vital role in identifying their own training needs. Also, performance appraisal sessions and customer feedback are two important way through which training needs can be analyzed.

Areas in which training is imparted HEIL provides training in all the areas mentioned. However, the kind of training imparted to the employees is also dependent on their level in the organization. For example, training on company policies and procedures is provided at the executive trainee (entry) level. It may be provided at other levels as well, but only when there are any changes in policies or procedure.

31

Training methods employed from the data collected, we see that lectures/classroom sessions are the most used method for training. Again, the method used would be dependent on various other factors as seen in the next question. Also, on the job training is generally used at induction level. Basis on which training methods is selected The choice of training methods at HEIL is largely dictated by availability of resources. Also, training methods are selected on the basis of depending on the type of training to be imparted. For ex, they generally use lectures for sessions on company policies and procedures. Also, for training on problem solving, more of case studies are used. Basis for conducting training externally: Training is outsourced rarely. The only times when it is out-sourced is when resources are not available or the workload at HEIL is more. Also in areas where HEIL does have the expertise (for ex computers), training is out-sourced to reputed organization. Advantage of conducting training externally Most of the staff at HEIL feels that conducting training externally has its advantages. They think that by attending training session outside the organization, the trainees acquire a broader perspective level of looking at Situations. Since they get an opportunity to interact with others outside the closed walls of the organization.

32

Frequency of the training program are conducted at HEIL through the year. However, the frequency of the training program depends on the type of training being imparted and also the level of employees to which it is being imparted. For ex, capsule course for managers is conducted around 9 times in a year. Training sessions on computer basics are conducted weekly. Also executive trainees program are conducted once a year. Duration of a training program Again the duration of training program would depend on the type of training being imparted. Training sessions on computers basics last for around 3-5 days. Training of executives trainees last for a year. Changing trends in T& D today From the data, it is clearly seen that the focus of training today has the right attitude. Even in a company like HEIL, where training was largely concentrated on imparting technical knowledge, the focus today is on overall development of the employees, so that the

33

employee is ready to face challenges posed by the fast changing environment. Also sophistication of technology has made training and development easier, effective and also faster than before. The aids used for training today are such that it keeps up the interest of the trainees and involve them in the process by appealing to as many senses as possible Roles and responsibilities of trainer and trainee to make training successful. The trainer and the trainee have to work in co-operation in order to make a training program successful. A good trainer must understand the needs of his trainees and listen to his problem and queries patiently. But, this can happen only if the trainee take interest in the program and wants to gain something substantial from the program. He should look upon the trainer as somebody who can guide him and help him with his problem and not as someone who is there to lecture him on a subject. Thus, the right attitude is required both on the part of the trainer and trainee. Main problems in training individuals? The main problem the trainers come across while training of individuals is that many a time the trainees are sent for training not because they need it, but to satisfy the statistics of 7 days of training each year for each employees. As a result, most of the times, the trainees are not interested in the program and this creates a major problem in getting the trainees involved in the process.
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Methods used to overcome learning blockages One of the ways to overcome learning blockages is to have a good icebreaker at the beginning of the session. Also, most trainers think that it is necessary that the trainer understand the level and capacity of each trainee, and deal with each accordingly. This would help the trainee open up to the trainer convey his problems and difficulties without any hesitation. Potential areas of training in future It is clearly seen from the data gathered that in future the emphasis would not be on developing functional skills. Instead the emphasis would be on human relation. Also with most of the processes at HEIL being automated and computerized, the knowledge of computers would be extremely essential. Thus this would be a main area of training in future.

Trainees: METHODS USED FOR TRAINING NEEDS ANALYSIS Training need analysis is generally done by discussions with superiors and departmental heads. The participants are also involved in the analysis of their own training needs. Thus the decisions on what type of training is required by an individual is not taken by his superior alone but by the trainee and his superior together. The superior analyzed what kind of training is required by the individual and the trainee gets an opportunity to assess his strength and weaknesses and decide in which area he requires additional expertise.
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IDENTIFICATION OF TRAINING NEEDS

10%
yes no

90%

90% of the respondents said that they were involved in the identification of their training needs, whereas only 10% of respondents said that they were not involved. Potential areas of training in future? According to the trainees, the stress in future would be definitely on people skills and communication skills. Also training in coping with changes in this fast changing environment would be a key training areas. And of course, the focus would also be on computers, since survival without computer skills would be difficult in this highly automated environment.

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EFFECTIVENESS OF TRAINING METHODS USED

15% yes no 85%

85% of the respondents said that the training methods used were relevant and effective. OBJECTIVE IN ATTENDING A TRAINING PROGRAM Majority of the respondents has gaining knowledge as the main objective in attending a training program.

37

ACHIEVEMENT OF TRAINING

5%
yes no

95%

OBJECTIVES 95% of the respondents felt that their main objective in attending a training program was satisfied i.e. they gained what they expected to gain from the training program. CONTINUING TRAINING

40% yes no 60%

Almost 40% of respondents felts that they were not being provided adequate training to keep them abreast of the changing environment.
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Although they agreed that they benefited from training program, They thought that emphasis should be on training individual to prepare them for future uncertainties, for ex, managing change.

INVOLVEMENT IN PROGRAM PLANNING

45% 55%

yes no

45% of the respondents said that the management does not take into consideration their opinion on the training program planning. They are involved in TNA, but not in the program training. .

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COMMUNICATION OF PROBLEMS TO MANAGEMENT

30% yes no 55% 15% na

Out of the 9 respondents who said that they were not involved in the TP planning. Only 6 (30%) have communicated their dissatisfaction to the management.

Element that makes training program successful? The table for earlier chapter is respondent here for convenience. From the above table, we can obtain the ranking for each of the elements for example, we can clearly see that clear objective has been ranked first by most of the respondents, hence we place it at the first position, as the most important element in making as training program successful. Reward and incentives has been ranked 7th by most respondents, hence we assigned rank 7th. Good faculty is ranked 2nd.

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By using the methods of moving averages we can see that contents will be assigned rank 3rd and right training method will be ranked 4th. Other ranking can be obtained similarly. As the project topic was recruitment and selection process, in this unstructured interview with the HR head of HEIL was adopted

ANALYSIS AND INTERPRETATION OF RECRUITMENT AND SELECTION

Perception of employees regarding the awareness of recruitment process.

RESPONSE CATEGORY STRONGLY AGREE AGREE SLIGHHTLY AGREE DISAGREE

%COLUMN 0 38 62 0

MEANSCORE 2.38

The above analysis shows that 38% of the employees agree whereas 62% of them slightly agree on the above statement as the mean score is 2.38 that mean that although the employees are not fully aware of recruitment process in HEIL but still they are slightly aware of recruitment proces

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Recruitment process helps the HEIL to attract best among the talent.

RESPONSE CATEGORY STRONGLY AGREE AGREE SLIGHHTLY AGREE DISAGREE

%COLUMN 25 62 0 13

MEANSCORE

2.99

The above analysis shows that 25% of the employees strongly agrees whereas 62% of them agrees on the above statement. The mean score of the above analysis is 2.99 hence it could be interpreted that the majority of employees feel the HEIL is able to attract best talent pool through its recruitment process.

Methods for recruitment process are satisfactory

RESPONSE CATEGORY STRONGLY AGREE AGREE SLIGHHTLY AGREE %COLUMN 25 49 13 2.86 MEANSCORE

DISAGREE 13 From the above analysis it is clear that 25% of the employees strongly agrees, 49% of them agrees and 13% of them slightly agrees but 13% 42

of them disagree on the above statement, which means that most of the employees feel that method implied for recruitment process are quite satisfactory. Internal source should be considered for the selection of various post

RESPONSE CATEGORY STRONGLY AGREE AGREE SLIGHHTLY AGREE DISAGREE

%COLUMN 37 25 0 38

MEANSCORE

2.61

The above analysis shows that 37% of the employees strongly agrees and 25% of them agrees on the above statement but 38% of them disagrees as the mean score of the above analysis is 2.61 thus it could be interpreted that more emphasis should be given to the internal sources for the selection for various posts.

RESPONSE CATEGORY %COLUMN MEANSCORE Employee suggestion should be taken into consideration for recruitment AGREE STRONGLY AGREE SLIGHHTLY AGREE DISAGREE 37 13 13 37 2.50 43

From the above analysis it is clear that 37% of the employees strongly agree and 37% of them disagree on the above statement. While 13% of the employees agrees and other 13% of them slightly agrees. As the mean store comes to be 2.50, that the employee partly feel that for recruitment employees suggestion should be taken into consideration.

Effective man power planning facilitates the recruiting efforts

RESPONSE CATEGORY STRONGLY AGREE AGREE SLIGHHTLY AGREE

%COLUMN 37 37 13

MEANSCORE

2.98

DISAGREE 13 At the 37% of the employee strongly agree and other 37 of them agree on the above statement while 13% of the employee slightly agrees and other 13% of them disagree on the statement. The mean score of the above analysis is 2.98 therefore it could be interrelated that

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majority of employees feel that manpower planning greatly facilities the recruitment efforts. Recruitment for higher post should be done exclusively by internal sources

RESPONSE CATEGORY STRONGLY AGREE AGREE SLIGHHTLY AGREE DISAGREE

%COLUMN 25 50 25 0

MEANSCORE

The above analysis shows that 50% of the employees agrees and 25% of them strongly agree whereas other 25% of them slightly agree on the above statement and also the mean score is 3 which means that partially employees feel that recruitment for higher post should be done exclusively by internal source.

The objective of recruitment are fulfilled by current process RESPONSE CATEGORY STRONGLY AGREE AGREE SLIGHHTLY AGREE DISAGREE %COLUMN 0 75 25 0

recruitment

MEANSCORE

2.75 45

As 75% of the employees and 25% of them strongly and slightly

agree

on the above statement as well as the mean score comes to be 2.75 which means perception of employees regarding the objectives of current recruitment process is positive

The rate of recruitment should be in proposition of the actual need within the organization.

RESPONSE CATEGORY STRONGLY AGREE AGREE SLIGHHTLY AGREE DISAGREE

%COLUMN 62 38 0 0

MEANSCORE

3.62

From the above analysis it is clear that 62% of the employees strongly agrees and 38% of them agrees whereas the mean core is 3.62 which means that employees strongly feels that the rate of recruitment should be in proposition to the actual need within the organ

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The promotion policies for selection to be modified

RESPONSE CATEGORY STRONGLY AGREE AGREE SLIGHHTLY AGREE DISAGREE

%COLUMN 62 25 0 13

MEANSCORE

3.36

A 62% of the employees strongly agrees, 25% of them agrees and 13% of them disagrees while the mean score is 3.36 therefore it could be interpreted that almost all the employees strongly feels that policies for selection through promotion need to be modified

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ANALYSIS OF EXECUTIVES(E1 TO E6)

E1 Perception of employee regarding The awareness of recruitment Process in HEIL. Recruitment process helps the HEIL to attract best among the Talent. Methods for recruitment process are satisfactory. Internal source should be Considered for the selection of Various parts. Employee suggestion should be Taken into consideration for recruitment. Effective manpower planning Facilitates the recruiting efforts. Recruitment for higher post Should be done exclusively by internal sources The objectives of recruitment are Fulfilled by current recruitment Process. The rate of recruitment should be In proportion of the actual needs Within the organization. The promotion policies for Selection to be modified 2.48

E2 2.5

E3 2.13

E4 3

E5 2.5

E6 2.9

3.08

2.3

3.5

3.1

2.24 3

3.05 3.5

3.13 1.4

3 1

2.3 3.1

2.3 4

3.8

2.7

2.95

1.7

3.8 3.32

3 3.1

1.46 3

2.7 3.3

2.7 2.4

3 3

2.68

2.8

2.35

3.68 4

3.7 3.7

3.4 3.4

3.25 2

3.9 3.1 4

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INTERPRETATION
It could be interpreted from the analysis of executives (E1 to E6) that the opinion of executives vary to large extent regarding the fairness of practice of promoting executives, as some executives responds positively while other were of different opinion. There is also a constant variation in opinion among the executives at all levels regarding the satisfaction of promotional policies of HEIL. The analysis shows that the executives hold different view regarding the reputed manpower, consultancies for giving the contract, for recruitment at entry level. Perception of executives at all levels regarding the statements i.e. employees suggestion should be taken into consideration for recruitment to very large extent. Thus it could be interpreted that the executives at different levels hold different perception regarding the statement

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FINDINGS
HEIL has its different department such as marketing, Logistic, Finance and HR dept. whenever the need for any recruitment occurs or there is any vacancy in any of the department of HEIL, than the Head of the department asks for approval. HR department of HEIL maintains its own database of the resumes. The database is maintained by resumes which the HR department keeps on getting from the people by mail or which somebody drops in there. So when the need for recruitment is there, first the HR department of HEIL see whether the vacancy or recruitment can be filled from within (its own internal recruitment through the existing employees), it is not possible than they look in its own database of resumes, if something matches then the availability of the person is checked, if the availability of that person is not there and none of the resume matches with the job description then, HEIL goes to consultants. HEIL have a number of consultants in its panel, which arranges right from the advertisement to the collection to the scrutinizing of the resumes. And if any of the resumes match with the job description then they send them to the HR department of HEIL. Once the consultant send the matching resumes to the HR department of HEIL, then the HR department further matches the resumes with the job description and the job specification, and further scrutinize them.

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It with respect to the recruitment any reference of friends or relatives is given by any of the employees, then that reference is welcome and if it matches with job description and job specification than that person is called for further selection process. HEIL prefers first to look in for internal recruitment. Through promotion or transfer, than looks in its own database for any matching candidate or for any reference of family or friends and then if nothing is found than only goes for consultants. This is because of the cost factor, as going to the consultants is not cheap affairs, it is an expensive affair. But if nothing is found suitable than it prefers to go for consultants rather than giving their own advertisement in the paper etc, because it is a time consuming affair. Therefore, whenever a situation like this arises, HR department of HEIL, prefers to pass this responsibility of recruitment, right from the advertisement to the collection and scrutinizing of resumes to the consultants.

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But this is not a foolproof process, as the main problem in this process of going to the consultants, is that sometimes the consultants are not able to properly match the description and job specification with the right candidate, hence provided with wrong candidates for the job. HEIL has overcome this problem by further matching the resumes of the candidates provided by the consultants with the proper job description and job consultants written specifications and details of the job rather than giving them verbally, which they used to do easily. Sometimes, when people keep on sending their resumes to the HR department for the jobs, and at that time if, there is no current need for vacancy or recruitment in the organization, but if the HR manager Finds this resume an interesting one, i.e. finds this person of a good potential, then HR manager forwards this resume with a note, that this is an interesting resume, if something can be done about it, to the HOD of that concerning department. Then, further of HOD of that concerned department finds this resume of real potential and thinks that this kind of employee can add an advantage to the organization, than the HOD further forwards this resumes to the ED with a note that this person can really add a value to our organization by giving his inputs, so if anything can be done for this candidate. Then if Ed really thinks so, that this is really an advantage for our organization, then if, there is a vacancy at that time suitable for this type of candidate then he is allotted that vacancy, but, if there is no vacancy

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in the organization at that particular time, than a new position can be created for that kind of person. Once all the resumes are short-listed through own database or through consultants, than a particular date are fixed and those who are short-listed are called for the selection process. For the selection of a right candidate a panel of interviewers are decided upon. This panel keeps on changing from the nature of the job and the department. For e.g. if the job nature is of the marketing department than the panel would consist of Head of department of that particular department and the HR head of HEIL and some other senior employees of Marketing and HR department. The number of people in the panel is never fixed. The selection tools which are used by HEIL, for the selection of the right candidate differs from the nature of job to job. If the recruitment is taking place for the HR, or Finance department than the face-to-face personnel interviews is proffered. But if the nature of the job is somewhat technical i.e. or some practical knowledge of that candidate is checked upon. In the process of selection, the right kind of attitude of the candidate is the most primary and important factor along with some knowledge of the concerned area, which is, looked in for a candidate, besides his/her knowledge, confidence, experience. The HR department of HEIL believes that it is the candidate possesses right kind of attitude, along with the basic knowledge of the concerned area, than that person is sure is right kind of person to fit in the organization.

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Once the best candidate is choused, among the rest of the candidate than that person is sent to the second round of interview. Meanwhile, a second option is always kept in mind if something does not work out with this candidate. If the job is HR or Finance department than after the selection of the candidate the candidate is send to the corporate office of the HEIL for further approval. If the candidate is selected at HEIL, and is not approved by the Ed or by the panel at the corporate office of HEIL than the candidate is dropped of and no further discussion is finally selected. The candidate to whom this letter is finally given, has to give his consent to this selection letter to the company. Once the consent comes that the candidate is given the date and time of joining with certain terms and conditions with the joining letter.

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When a selected candidate is given the selection letter than there is a particular period, within which that person has to give his consent to the organization. But if within that timeframe the consent of the person does not come than a follow up is taken, and if that person is not interested in joining, than the second option is looked upon. If the people of the panel of the interview are pretty sure about the second best option, and that persons availability is there, than the second best candidate again goes to for his approval and the whole process takes place again. But if the panel is not sure about the second best option or that persons availability is not there, than again the whole interview and the selection of the right candidate take place. In the interview and the selection of the right candidate salary factor is always kept in mind, and is always negotiated. At HEIL no contract or legal bond is signed from the candidate at his joining. The probation period of any person joining the company is 6 months, Before that person becomes the permanent employee of the company.

For the recruitment and Selection of the top-level executives i.e. Chief operating Officer (COO), Sr. Executive HR, finance, marketing, sand the whole recruitment and selection process takes place at the corporate office of HEI

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CONCLUSIONS
From the analysis done in the previous chapter, we can arrive at the following conclusions: Taking HEIL whole as a group, organization has both centralized and decentralized recruitment system. As a part of HEIL group, conduct the interview for the lower level jobs in decentralized manner. These are carried out exclusively by HEIL group. At this point it has a decentralized recruitment system. Whereas, the interviews for the top-level jobs for the post of COO, Sr.Executives etc are carried out in a centralized recruitment system and the interviews are conducted in a centralized manner. The sources of recruitment at HEIL are both internal as well as external, but it prefers internal recruitment. The selection process at HEIL is also of face-to-face interview; at some productive posts it prefers tests, etc. Training needs analysis is done taking into consideration the views of not only the superiors, but also the trainees themselves. This was confirmed from the responses of both the trainees and the trainers. The trainees felt good that they were involved in the analysis of their own needs and also said that the management was very cooperative and tried to incorporate their views and suggestion to the extent possible. Thus as far as this aspect is concerned the trainees were satisfied with the procedure followed. 56

 Both the trainers and the trainees felt that the thrust in future should be on developing people skills and not only functional skills. They also said that it would be a focus area. Many trainees felt that they were not being given adequate training to keep them abreast of the changing environment. Most of the times trainees were not involved in the training program planning. Both the trainees and the trainers were in agreement on the most essential elements that go into making a training program successful. The final ranking obtained is the same in both the cases. Thus only goes to show that HEIL is aware of the needs of the participants and also understand what elements are most important for a trainee. For Both, clear objective is the most important elements that makes training program successful. We can conclude that HEIL efforts towards recruitment and selection process at HEIL is a good one, but there are few things which would like to suggest to the HR department of HEIL Regarding its selection process, which if, added to its existing recruitment and selection process would definitely make it a real

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good one. As on system is foolproof, so HEILs recruitment and selection processes also lacking in somethings. Training and Development have been quite successful. The employees are satisfied with the training activities, but they Only feel that they should be involved in the planning of the training program. According to them their views should be taken on all issues instead of just informing them that they have to attend a training program.

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RECOMMENDATIONS
Take workers and TU in confidence. Induce in workers as to why and for whose betterment it is

conducted. Demos and practical to be conducted time to time so that

workers may get the meaning of the word training. Management must redefine and redesigns the jobs in order

to provide more job clarity to its personnel. Training should not be seen as a responsibility of HR dept but it should be taken as responsibility of all

only

sectional/departmental heads also. Topics like house keeping, safety & communication must be

taken at least after every two months. Exam should be conducted after providing framing to find

out its effectiveness. Freedom must be given by HOD.

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Head of the department should visit other plants and find

new techniques being followed there and give training to its subordinates. The no of training programs should be increased so as to

give them exposure to outside world. All departmental heads should in set & of training halls, so

as to give them a change in their environment. Stress management programs, should be conducted for all

employees like yoga, meditation. Retirement counseling program should be conducted. Certain incentive should be given to employees attending

the programs like silver coins, certificate etc. Employees at shop floor must be trained on health related

programs.

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Training should be skillful blend of theory & practical. Training should be practical involving audio-visual aids,

mental exercise, games etc.

More and more audio, visual aids should be used.

With increased awareness among employees by displaying the schedule at noticeboard, with regard to objective and benefits of a particular training program. It is quite possible that many employees other than those nominated may want to come up for it, so self nominated opportunity must be given to volunteers interested. It should be given according to factory atmosphere

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LIMITATION
The main limitation faced while conducting the research was the availability of the staff members at the training institute of the HEIL. It was very difficult to be able to meet them personally, since most of them were busy with hectic training schedule. People took a lot of time to fill the questionnaire. In some cases they forget to fill the questionnaire due to their work overload which required collecting their responses due to which training period extended. Sufficient information was not available regarding the

recruitment process due to the confidentiality. As the HEIL has passed only its two years still there is not proper recruitment process and I did not get much information on it.

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ANNEXURES

QUESTIONNAIRE FOR TRAINERS

What are the methods used for the analysis of your training needs? Are the employees involved in identifying their training needs/ areas of training? Yes No

What are the various areas in which training is imparted? Company policies and procedures. Functional Skills. Human Relation. Problem Solving. Managerial and supervisory training. Apprentice training. Any other, please specify
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 In future what according to you would be the potential areas of training? What are the various training methods employed a. On-the-job. b. off- the-job.. Do you think the methods used are relevant and effective? Yes No

If no, which methods do you think should be selected? Give reasons? What are your objectives in attending a training program? Gain knowledge in your area. Get promotion. Get free holiday. To enjoy social get together. Any other, please specify

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 Do you think your objectives of attending the training program is normally achieved? Yes No

What according to you are the key areas .in which training should be imparted? Are you provided with adequate continuing training to keep you abreast of the changes in the environment? Yes No

If no, in what areas do you think the company should impart continuing training? What are the methods used to evaluate the effectiveness of a training program? Feedback after training. Improvement in performance. Promotion/increment. Written test/Exam. Any other, please specify.
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 Does the management take into consideration your opinion on the training program planning? Yes No

Identifying the shortcoming in the training program if any, regarding the following Physical Arrangements Faculty Training Methods. Contents of the program. Any other, please specify. Have you communicated these problems to the management?

Yes

No

In what ways would you like to be involved in improving/ planning the training program in future? Take our views individually.
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Hold a communication meeting. Conduct a survey. Suggestion Box.

Feedback session on performance appraisal. Any other, please specify.. In your opinion what are inputs that would make a training program successful? (Rank the following in order of importance.) Clear objective (Gain Knowledge/skills). Good Faculty. Right training methods. Physical Arrangement Duration of training program. Contents of the training program. Reward/incentive after training program.
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QUESTION FOR T & D STAFF What are the rules and procedures that govern the standard and scope of training in your organization? What methods are used for training needs analysis? What are the various areas in which training is imparted? Company policies and procedures. Function Skills. Human Relation. Problem Solving. Managerial and supervisory training. Apprentice Training. What are the various training methods employed? On the job: Off the job: On what basis do you select the training methods to be used Training is conducted

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In house

Outsourced.

If outsourced what agencies and consultants are involved? On what basis do you decide to conduct training externally? On what basis do you select the external agencies? What according to you are the advantages of external training? What generally is the frequency of a training program? Quarterly. Half Yearly. Yearly. What normally is the duration of a training program? How do you decide on the training budget?

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 What methods do you use to evaluate the effectiveness of a training program? Observation. Ratings.

Trainee Survey. Trainee Interview. Test before and after. Comparative study between trained and non-trained groups. Class presentation Any other, please specify.. What are the changing trends in T & D today? How is it different from what was done one year ago?

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 What according to you are the roles and responsibilities of trainer and trainee in order to make training program successful? Trainer: Trainee: What are the essential elements that go into making a training program successful? (Rank them in the order of importance) Clear Objectives. Good Faculty.

Right training methods. Physical Arrangement Duration of training program. Contents of the training program. Reward/incentives after the training program. What are the main problems you come across while training individuals?
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 What methods are used to select and overcome learning blockage that may be present? How important is training as a tool for employee retention? In future, what according to you would be the potential areas of training?

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BIBLIOGRAPHY
BOOKS K Aswathappa C.B Gupta Human Resource and Personnel Management , Tata McGraw Hill Publishing Company Ltd, New Delhi, 5th Edition, 2003. Human Resource Management Sultan Chand and Sons, Personnel/HRM, Prentice Hall of India Pvt Ltd, New Delhi, 6th Edition (2005), 1996. Stephen P.Robbions Gary Dessler New Delhi, 3rd Edition, 1998. Human Resourse Management,Prentice-Hall of India Personal Growth & Training and Training and Development, Vistaar Pvt Ltd NewDelhi, 7th Edition,1999. Deepali Monga, Pof. RN Jha Rolf Plynton, Udai Pareek development, Savera Publishing House Meerut (U.P), 1st Edition,2006. Publication New Delhi, 2nd Edition, 1978.

WEBSITE www.lgi.org/recruitment/purpose.htm www.gla.ac.uk/services/humanresources/policiesandprocedures. www.ico.gov.uk/eventualaspx*?id=437

Pamphlet & Brochure of the company. Newspapers & Magazines.

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THANK YOU

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