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COMPANY PROFILE

Zanvar Group, which consists of 5 Unique Foundries and 10 Machine Shops, is one of the best finished casting suppliers in India. We have been supplying castings to various industries since 1984.Our product line includes castings produced in most common Cast Iron, Ductile Iron and Compacted Gray Iron. We have earned a reputation for fast deliveries, superior quality, competitive pricing, and outstanding customer service. We have the unique ability to deliver orders in weights ranging from 2 lbs. to over 400 lbs. We work hard to provide value added solutions to customer's casting needs. The Group's experienced work force is dedicated to deliver effective engineering, production and scheduling response to each customer's needs. In-house machining capability includes turing, milling, boring, slotting, drilling and tapping operations. The Group with it's experience and expertise has acquired State-Of-The-Art machinery to produce best quality castings. We at 'Zanvar Group of Industries' always look for long lasting relationship with our clients. We feel pleasure to provide solution for customized query.

Establishment

In the year 1983, the foundrer of Zanvar Group of Industries Mr.Rampratap Zanvar established a Foundry which is today known as Shriram Foundry Limited.

SHRIRAM FOUNDRY LIMITED - TS 16949 Certified in APRIL - 2006 Production Capacity - 1500 Mts / Month

Sr. No.

Particulars

Details Manufacturing Graded Cast Iron and S.G. Iron Automotive Components A Limited Company F1/2, M.I.D.C. Shiroli, Kolhapur-416 122

1. Line of Business 2. Status

Address: Factory

Phone: 91-0230-2468944, 45, 46, 2468749 Fax: 91-230-2468748 Email: shriramf@zanvargroup.com

Address: Office

47, Shivaji Park, Kolhapur - 416 001 Phone: 91-231-2537395 / 2537961


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Fax: 91-231-2537418 Email: shriramo@zanvargroup.com QS-9000 Certification No.

TS-16949 Dated April 2006 Automotive Components- Brake Drums, Fly Wheels, Ex.

Type of Product

Manifolds, Brake Discs, Pressure Plates, Brake Hubs, Oil Cooler Covers, Housings & Other Tractor Components

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Casting Materials Brand Name Contact Persoon

1) Cast Iron Castings 2) S. G. Iron Castings SRF 1) Chairman : Mr. R. S. Zanvar 2) M.D. : Mr. Narendra Zanvar

Facility Equipment Foundry Machine Shop

Building: 2178.77 Building: 10000 10 Factory Sq. Mt. Land: 4468.00 Sq. Mt. 11 Machinary Click Here for Details Sq. Mt. 16500 Sq. Mt.

12 Measuring Equipments Click Here for Details 13 Year of Establishment July, 1984 14 Start of Com. Production January, 1985 Rs. 2198 Lakhs as on 31-3-2004
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15 Total

Foundry/Machine Shop Investment 16 Production Capacity (Ton/Month) Basic & Complimentary Metals C. I. S.G.I. Domestic Import Domestic 18 Marketing Area Export In Group 19 Manpower In Ancillaries Automotive 1 Tata Motors Ltd. Pune Mahindra & Mahindra Ltd. Escorts Ltd. Items Various types of Brake Drums, Brake Hubs, Fly-Wheels, Brake Discs, Oil Cooler Covers, Manifolds Hydraulic Lift Housing Trumpet Housing and W. R. G. Housing 175 40 % 1000 4000 Mts. 1000 Mts. 100 % 0% 60 %

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2 3 4 5

Tata International Ltd. Brake Drums, Ventilated Discs and S.G.Iron Carraro Pune L & T John Deere, India Fairfield Atlas Ltd. Johnson Pump India Ltd. Tractor Transmission Components, Gray & S. G. Iron

6 7 8

Tractor Components Gray Iron & S. G. Iron Spindle Castings Pump Castings
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Carraro Spa, Italy

Tractor Transmission Components. Gray & S. G. Iron Tractor Components. Gray Iron & S. G. Iron Heavy Duty Brake Drums, S. G. Iron Brake Hubs Heavy Duty Brake Drums

10 John Deere, France 11 Conmet U.S.A. 12 Durametal Brake Co. USA Graziano Transmissions, Italy New Holland Tractor, UK

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Brake Drums, Brackets, Supports and Brake Hubs

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Crank Shaft Pulleys and Gear Cover Bearing Cap, Spacer Box, Scatola

15 Officine Vica, Italy

Introduction

The Zanvar Group is well known for its foundry as well as machining capability. The Zanvar Group is one of the biggest manufacturer of Cast Iron and Ductile Iron Automotive Components in south India region. There are 5 foundry units in our group.

Modern sand plant with Wide range of simultaneous jolt squeeze moulding machines help to produce Castings like Brake Drum, Brake Discs, Oil Cooler Covers, Exhaust Manifolds, Tractor Transmission Components & other oil engine components, weight ranging from 1 Kgs. to 200 Kgs/piece.

Inductotherm make Medium frequency Induction furnances with 550 KW Power Track & Zee track (pot capacity - 300, 500, 700 & 1000 kgs.) & duplexing method by using cupola furnaces, enables to achieve desired goal
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of melting 5000 MTs./month. Modern sand plant with Wide range of simultaneous jolt squeeze moulding machines help to produce Castings like Brake Drum, Brake Discs, Oil Cooler Covers, Exhaust Manifolds, Tractor Transmission Components & other oil engine components, weight ranging from 1 Kgs. to 200 Kgs/piece. Inductotherm make Medium frequency Induction furnances with 550 KW Power Track & Zee track (pot capacity 300, 500, 700 & 1000 kgs.) & duplexing method by using cupola furnaces, enables to achieve desired goal of melting 5000 MTs./month.

Monorail pouring with geared laddle system, Auto pneumatic pusher system for mould handling on tracks & Furnace Auto punch-out system (1box / min) helps to minimise
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the work fatigue & to increase the productivity. Underground Mechanised Belt Conveyor system for casting handling from knock out to shot Blasting & fettling ensures safe handling of casting. Underground construction help us to utilize the available space efficiently. Well equipped fettling shop with multi impeller shot Blasting machine & Belt grinding machines, minimises the shot blasting & fettling time. Fully automated Computerised Compax make Cold Box core making units capacity. 5 Ltrs. & 35 Ltrs. are satisfying the increased demand of cores for producing 70 MT.castings/day.The fully automated machine enables to produce the heavy wt. & critical cores.

SHRIRAM FOUNDRY LIMITED. TS-16949 with a Capacity of 1500 MTs/MONTH ASHTA LINERS PVT. LTD. TS-16949 with a Capacity of 1200 MTs/MONTH S.J.IRON AND STEELS PVT. LTD. TS-16949 with a Capacity of 1500 MTs/MONTH KASTURI FOUNDRY PVT.LTD. with a Capacity of 1000 MTs/MONTH SHRIRAM FOUNDRY LTD. [UTTRAKHAND DIVISION] - 1000 MTs/MONTH from May 2008, 2000 MTs/MONTH from Dec 2008, 3000MTs/MONTH from Mar2009.

With the help of this huge 6500 MT.tones capacity the Zanvar Group is able to satisfy the major automobile customers like Telco, Conmet, Mahindra and Mahindra, John Deere, Escorts Ltd. Cararro, Claas, etc.

X-Ray Testing Machine Realtime Italy Make "SPECTRO" Germany make Spectrometers at 3 locations. "OLYMPUS" GX 41 Japan make Microscope with 1000x Magnification C-Si Analyzer with thermal analysis software to facilitate online inspection of Tensile, Elongation, Hardness and Microstucture. Ultrasonic Testing Machine Universal Testing Machine Optical Hardness Testing Machine Digital Display of Spectrometer results on shop floor Remote Sensing Digital Pyrometers Audio Video Digital Downtime Alarm for Ductile Iron Production

Capacity enhancement by adding DISA make High Pressure Moulding Line at the following units. 1. Kasturi Foundry Pvt. Ltd. :- HPML by Dec - 2008 2. Ashta Liners Pvt. Ltd. :- HPML by June - 2009 3. S.J. Iron and Steels Pvt. Ltd. :- HPML by Mar - 2009

4. Shriram Foundry Limited Uttrakhand :- HPML by April 2010 SHRIRAM FOUNDRY LIMITED Simultaneous Jolt-Squeeze Moulding Machine [ APRA 900 - 2 Pairs BMD MAKE APRA 300 - 1 Pair 24" X 28", Box Size 650mm X 20" X 20" 750mm,

800mm X 1000mm SHRIRAM FOUNDRY LIMITED Induction Furnace (550 & 450 KW) Dual 750 Track (Pot Capacity in Kgs) Cupola Duplexing ASHTA LINERS PVT. LTD. SHRIRAM FOUNDRY LIMITED 35 Cold Box Core Making Machines 25 Ltrs Ltrs 1 1 No. No. 500 Kgs Kgs 1 2 No. Nos.

300 Kgs - 1 No. 27" 2 Nos.

05 Ltrs - 1 No. Core Shooters 4 Nos.

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INTRODUCTION The Zanvar Group is well known for Its Machining Capability as well as capacity. The total machining set up is spread into 10 companies.

Vertical Machine Centre

Tool Room Facilities

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TRAINING AND DEVELOPMENT

TRAINING AND DEVELOPMENT is a subsystem of an organization. It ensures that randomness is reduced and learning or behavioral change takes place in structured format.

INTRODUCTION

Over the last two decades, organizations both big or small, public or private have realized the importance of Training and Development for adding value to its Human resources. Most organizations have evolved and implemented an effective Training system whereby employees are exposed to Training programmes which add to their knowledge, skills to bring about a change in their attitude. Everyone is capitalizing on and trying to take advantage of the importance being attached to T&D activities. Training is know being directly linked to improving the business performance of organizations. This essentially focuses on the competencies learned by employees and how these are used to improve performance and productivity.

Training serves as an important means for the development of effective work habits and methods of work and thereby improves job performance, reduces waste and accidents, prepares individuals for the modified jobs, avoid unnecessary turnover, improves the quality of the product and so on. It means not only improved production but also equips managers to accept organizational change to gain better understanding of organizational goals and philosophy and evaluate economic and social consideration. In a rapidly
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changing society, employee training and development is not only an activity that is desirable but also an activity that an organization must commit resourses to, if it is to maintain an a viable and knowledgeable work force.

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CONCEPT OF TRAINING

According to Flippo, Training is the act of increasing the knowledge and skill of an employee for doing a particular job. Training is an important tool for development of human capital and business. It is an important mechanism that can bring about attitudinal re-orientation among the employees as well as management through up gradation of skills, attitudes and work practices. It can provide competitive edge within organizations so that quantum and quality of people, productivity and service reach a peak. Since the purpose of training is to integrate the workforce, empower the supervisors and managers, communicate the organizations goals and objective and accomplish change, it should be embodied with a philosophy of continuous learning and ultimately become a lever for cultural change. However, the effectiveness depends on how and whether companies link their educational and developmental efforts with their overall strategy and plan.

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OBJECTIVES OF TRAINING AND DEVELOPMENT

To develop entrepreneurship and expertise par excellence through training and retraining. 1. To prepare executive to meet the strategic business goals in the fast changing environment. 2. To create a learning environment in order to achieve a competitive edge through leveraging human resourse. 3. 4. 5. To develop training tools and techniques to facilitate effective learning. To organize interactive workshops in upstream industry areas. To strive for continuous improvement in all aspects of E&P activities through training in the emerging technologies. 6. 7. 8. To inculcate quality consciousness. To improve IT as an instrument of organizational transformation. To cultivate creative and innovative thinking.

10) Reducing gap between current and expected level of performance through systematic enrichment of knowledge, skills and attitudes. 11) Developing multi-craft skills. 12) Preparing executives for career advancement. 13) To impart training to all employees to motivate them towards actualization of their potential.

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IMPORTANCE OF TRAINING There is a follow up of selection procedure Better performance Higher productivity Better quality of work Less learning period Cost reduction Reduced supervision Low accident rate High morale Personnel growth 10) Organization stability and flexibility 11) Better organization climate BENEFITS OF TRAINING TO EMPLOYEES

Training is useful to employees in the following ways: SELF- CONFIDENCE: Training helps to improve the self confidence of an employee. It enables him to approach and perform his job with enthusiasm. HIGHER EARNINGS: Trainees employees can perform better and there by earn more. SAFETY: Training helps an employee to use various safety devices. He can handle the machines safely and becomes less prone to accidents. ADAPTABILITY: Training enables an employs to adapt to changes in work procedures and methods. PROMOTION: Through Training employee can develop himself and earn quick promotions. NEW SKILLS: Training develops new knowledge and skills among employees. The new skills are a valuable asset of an employee and remain permanently with him.

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NEED FOR TRAINING

Training is required on account of the following reasons:

Job Requirements Technological changes Organizational viability Internal mobility Obsolescence prevention Personnel growth To increase productivity To improve quality To help company fulfill its future personnel needs To improve health and safety Reduce wastage and spoil of material Developing potential of employees DETERMINATION OF TRAINING NEEDS

Performers of today believe in employees as asset to be developed. Accordingly

Need for Training of this asset is to be determined on the basis of:

What skills employees have and what they need to achieve the companys strategic vision. Periodic assessment of needs to identify the gaps subject to be addressed

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On-going need identification process based upon employees evaluation and suggestions Bench marking the companies of the industry and assess effectiveness of training.

According to O.J.Harris, Training of any kind should have as its objectives the redirection or improvement of behavior so that performance of the trainee becomes more useful and productive for himself and for the organization of which he is a part. Training normally concentrates on the improvement through operative skill, interpersonal skill, decision making skill or a combination of these.

ELEMENTS OF TRAINING

Every training programme includes trainers, trainees, a training programme and training material.

TRAINEE:

The proper selection of trainees is of major importance if permanent change and gainful results are to be attained. Organizations should draw up priorities and identify.

Employees who are crucial to performance and achievement of basic objectives of the company. Accordingly training programmes are to be organized keeping in view nature of the job and technicalities. A training calendar with participant details should be organized based. On the employees requirement/demand and companies should be sensitive to it.

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Employees may be asked to put forward their training requirement in a predesigned format which can be analyzed accordingly. TRAINERS:

The trainer is the key figure in an effective training programme. Trainers can be the catalyst in the transformation process of human capital because they develop a culture and professionalism through their high caliber. The use of seasoned company veterans gives the company a pool of talent to draw from it, design and upgrade courses. Corporate education presents special challenges and sometimes demands outside expertise. But the outside trainer must have considerable exposure to the subject and must be able to internalize the companys goals and values. They must integrate these with expertise to present eff ective professional in house programmes abreast of the emerging new challenges.

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TRADITIONAL AND MODERN APPROACH OF TRAINING AND DEVLOPMENT Traditional Approach Most of the organizations before never used to believe in training. They were holding the traditional view that managers are born and not made. There were also some views that training is a very costly affair and not worth. Organizations used to believe more in executive pinching. But now the scenario seems to be changing.

The modern approach of training and development is that Indian Organizations have realized the importance of corporate training. Training is now considered as more of retention tool than a cost. The training system in Indian Industry has been changed to create a smarter workforce and yield the best results

TRAINING AND DEVELOPMENT OBJECTIVES The principal objective of training and development division is to make sure the availability of a skilled and willing workforce to an organization. In addition to that, there are four other objectives: Individual, Organizational, Functional, and Societal. Individual Objectives help employees in achieving their personal goals, which in turn, enhances the individual contribution to an organization. Organizational Objectives assist the organization with its primary objective by bringing individual effectiveness. Functional Objectives maintain the departments contribution at a level suitable to the organizations needs. Societal Objectives ensure that an organization is ethically and socially responsible to the needs and challenges of the society. human intellect and an overall personality of the employees. Productivity Training and Development helps in increasing the productivity of the employees that helps the organization further to achieve its long-term goal.

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Team spirit Training and Development helps in inculcating the sense of team work, team spirit, and inter-team collaborations. It helps in inculcating the zeal to learn within the employees. Organization Culture Training and Development helps to develop and improve the organizational health culture and effectiveness. It helps in creating the learning culture within the organization. Organization Climate Training and Development helps building the positive perception and feeling about the organization. The employees get these feelings from leaders, subordinates, and peers. Quality Training and Development helps in improving upon the quality of work and worklife. Healthy work environment Training and Development helps in creating the healthy working environment. It helps to build good employee, relationship so that individual goals aligns with organizational goal. Health and Safety Training and Development helps in improving the health and safety of the organization thus preventing obsolescence. Morale Training and Development helps in improving the morale of the work force. Image Training and Development helps in creating a better corporate image. Profitability Training and Development leads to improved profitability and more positive attitudes towards profit orientation. . Organization gets more effective decision making and problem solving. It helps in understanding and carrying out organisational policies

attitudes, and other aspects that successful workers and managers usually display.

To increase the commitment level of employees and growth in quality movement (concepts of HRM), senior management team is now increasing the role of training. Such concepts of HRM require careful planning as well as greater emphasis on employee development and long term education. Training is now the important tool of Human Resource Management to control the attrition rate because it helps in motivating employees, achieving their professional and personal
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goals, increasing the level of job satisfaction, etc. As a result training is given on a variety of skill development and covers a multitude of courses.

Role of HRD Professionals in Training This is the era of cut-throat competition and with this changing scenario of business; the role of HR professionals in training has been widened. HR role now is:

1. Active involvement in employee education 2. Rewards for improvement in performance 3. Rewards to be associated with self esteem and self worth 4. Providing pre-employment market oriented skill development education and post employment support for advanced education and training 5. Flexible access i.e. anytime, anywhere training The various methods that come under Cognitive approach are:

LECTURES DEMONSTRATIONS DISCUSSIONS COMPUTER BASED TRAINING (CBT) INTELLEGENT TUTORIAL SYSTEM(ITS) PROGRAMMED INSTRUCTION (PI) VIRTUAL REALITY

Behavioral methods are more of giving practical training to the trainees. The various methods under Behavioral approach allow the trainee to behavior in a real fashion. These methods are best used for skill development. The various methods that come under Behavioral approach are:

GAMES AND SIMULATIONS BEHAVIOR-MODELING BUSINESS GAMES CASE STUDIES EQUIPMENT STIMULATORS IN-BASKET TECHNIQUE
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Both the methods can be used effectively to change attitudes, but through different means. Another Method is MANAGEMENT DEVELOPMENT METHOD MANAGEMENTDEVELOPMENT The more future oriented method and more concerned with education of the employees. To become a better performer by education implies that management development activities attempt to instill sound reasoning processes. Management development method is further divided into two parts: ONTHEJOBTRAINING The development of a manager's abilities can take place on the job. The four techniques for on the job development are:

COACHING MENTORING.

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RESEARCH METHODOLOGY

Research Objective-To study the effectiveness of Training and Development programs at SHRIRAM FOUNDARY.

In order to conduct the research The first step taken is, collection of all the data which is required for the project report, after that I have extracted the relevant things out of that data which are needed for my project report.

SOURCES OF DATA COLLECTION :

There are two main types of data collection: 1. Primary Data

2. Secondary Data
PRIMARY DATA

It means collection of information for the first time. In order to collect such type of information questionnaire was constructed and information was collected from the respondent.
SECONDARY DATA

Secondary data are information, which has already been collected by others. In order to carry out my project successfully I have relied on the secondary data available.

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DATA ANALYSIS AND INTERPRETATION

1. Are you aware of various Training and Development programs of FOUNDARY ? Strongly agree 80 Agree Agree extent disagree to an 15

SHRIRAM

Yes No Can't Say

This graph clearly shows that out of 100 respondents 80% of the respondents are aware of various training and development programs and rest 15% are not aware and 5% cant say.

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2.Do you feel that Training and Development program improves the efficiency of the employees?

Yes No Can't Say

95 5

Yes No Can't Say

The graph clearly shows that 95% of the employees agree that training and development program improves the efficiency.

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Yes No Can't Say

3.. Did you need training to fulfill your job need? 70 20 10

Yes No Can't Say

This graph clearly shows that the 70 % of respondents are agreeing that training is important to fulfill their job and rest 20 % are not in favour of this and 10% cant say.

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4. How do you think of job rotation as a means of training?

Excellent Good Satisfactory Not Satisfactory

50 20 20

10

Excellent Good Satisfactory Not Satisfactory

The above graph shows that 50% employees satisfy through job rotation Excellent, 20 % Good, 20 % Satisfactory and 10 % employees says not satisfactory.

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.5. Are you informed while deciding upon training programme ?


Yes No Cant Say 85 10 5

Yes No Cant Say

The above graph shows that employees being involved while deciding any training programme 85 % agree and 10 % doesnt agree and 5% cant say.

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6. Do you think time duration for training in enough to learn the required course?

Yes No Cant Say

90 5 5

Yes No Cant Say

This graph shows that 90% employees think time duration for training in enough to learn the required course, 5% do not agree and 5% cant say .

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Q.7 Yes No

Did you find any advantage of training and development? 85 10 5

Cant Say

Yes No Cant Say

The above graph shows that 85 % employees are satisfied from the advantage of training and development and rest 10 % doesnt agree and 5% cant say.

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Q.8

Do you feel that there is any need of providing training to improve coordination?

Yes No Cant Say

80 10 10

Yes No Cant Say

The above graph shows that 80 % employees feel that there is a need of providing training to improve coordination and rest 10 % doesnt agree and 10% cant say.

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Q.9 Do you think that good performance in Training and Development program should be rewarded? Yes No Cant Say 90 10 0

Yes No Cant Say

The above graph shows that 90 % employees think that good performance in training and development program should be rewarded and rest 10 % doesnt agree.

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Q.10Are you updated time to time by training and development programs? Yes No Cant Say 75 15 10

Yes No Cant Say

The above graph shows that 75 % employees feels that there is a need of updating and rest 15 % doesnt agree and 10% cant say.

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11. Do you think time duration for training in enough to learn the required course?

Yes No Cant Say

90 5 5

Yes No Cant Say

This graph shows that 90% employees think time duration for training in enough to learn the required course, 5% do not agree and 5% cant say .

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12 DO YOU THINK THAT THE TECHNIQUE USED FOR TRAINING ARE PROPER ?

12% 12% Yes No Can't Say 76%

S.N

OPTIONS

NO. RESPONDENT 76% 12% 12%

OF

1 2 3

Yes No Cant say

INTERPRETATION:

A high percentage of employee feel that the techniques used for training are proper.

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LIMITATION

1- The training period was 6 weeks which was the biggest constraint in achieving the objective of training . 2- Due to busy schedule of the trainer he could not spare enough time for proper guidance

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CONCLUSION

The study which has been conducted at SHRIRAM FOUNDARY to evaluate T&D programme as per employees perception shows that employees are satisfied with the conduction of T&D programme and it is matching with their expectations to a great extent. Though the research also shows that there are certain loopholes in some areas in the T&D programme which cannot be ignored after seeing the importance of T&D in such a dynamic scenario, so these lacking areas need to be given special attention and due importance.

Following are the loopholes which are acting as hurdles in the successful implementation of T&D programme in SHRIRAM FOUNDARY: Ineffective Training needs assessment Very low involvement of employees in deciding upon any training programme. Inadequate training time to achieve training objectives Lack of interaction of trainees and trainer. Very less career growth of employees Very low coordination amongs employees Less training technique for employees

Therefore, some amendments have to be done in T&D programme to make it more employee oriented and more effective.

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RECOMMENDATIONS

After observing the employees and having interaction with them I would like to state that besides having strengths there exists some weaknesses too in the T&D programme of SHRIRAM FOUNDARY. There exists the scope of further improvements.

2. Need assessment diagnoses should be focused on the present problems and future challenges. Need assessment arise at two levels, group and individual:

roup or organizational Analysis

Individuals Analysis

Personnel/skill Inventories

Performance Appraisal

Organizational Climate Indices

Work Sampling

Interviews Exit Interviews Questionnaire Quality Circles Attitude Survey Training need assessment should be done after utilizing the appropriate method.

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2. Career growth focuses more sharply on the need and mechanism for filling up various organizational positions through promotion (assigning them new task and responsibilities) and T&D programme that are required to make the employees best fit to the positions on which they are elevated. So here in SHRIRAM FOUNDARY as the employees acquire new knowledge, skills or attitudes and apply them in job situations, they should be significantly rewarded financially or non-financially for their efforts then only their career growth will be possible.

3. Personal Interaction between trainers and trainees should be increased. This can be done by organizing informal events like picnics and study tours.

4. Training time should be increased. As presently it is 15 days which is quite a short span to learn any new thing. So it should be increased to 30 days.

5. Trainees (employees) should be involved while deciding upon training programme by making them aware of the personal and professional benefits they can achieve through better performance after undergoing the T&D programme. So for this purpose individual analysis of every employee should be done for their involvement. Following are the methods through which individual can be done: Interviews Questionnaire Attitude Survey

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Research limitations

o difficulty in data collection. o lack of time. o unwillingness of respondents to respond to data

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TRAINING AND DEVELOPMENT AT SHRIRAM FOUNDARY


Training discussion lists, training newsletters, training professional associations, training and seminar schedules and locators, and other training resources are provided. Training and Development List OF SHRIRAM FOUNDARY

The Training and Development list offers up-to-the-minute information, recommendations, and solutions by its worldwide participants. Need information? Post your query on this list for timely responses. Sponsored Links human resources coursesInternational Business School- Accredited programmes, Europe www.ciim.ac.cy Human Resources Trainingseminars, workshops and courses to make the most out of staff. kimptonconsulting.com/training Corporate TrainingPioneers in Employee Development Skills, Attitude & Behavioral Trg www.stepconsulting.org TASL (Training and Seminar Locators)

TASL offers a large and growing data base of training classes and seminars that is searchable by topic and U.S. Region. At this Web location since 1995, registration in the TASL data base ensures a favorable customer service policy. Training Ideas Discussion List The purpose of the group is to spur creative ideas for coaching and training. This group is for coaches, trainers, coach trainers and trainer of trainers. Very active, interesting discussion list. Academy of Human Resource Development
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Louisiana State University sponsors the Academy of Human Resource Development which supports the HRD function through research. Int. Association for Continuing Education and Training International organization promoting consistent use of the continuing education unit (CEU), and best practices in continuing education, training, and human resource development (HRD).

International Society for Performance Improvement Leading international organization whose mission is to improve human performance and productivity in the work place. The Ontario Society for Training and Development Largest Canadian organization devoted to the professions of training, learning, and human resource development (HRD).

Training, Development, and Education for Employees Training and Development Options: Job Content and Responsibilities You can impact training and development significantly through the responsibilities in an employees current job.

Expand the job to include new, higher level responsibilities. Reassign responsibilities that the employee does not like or that are routine. Provide more authority for the employee to self-manage and make decisions. Invite the employee to contribute to more important, department or company-wide decisions and planning. Provide more access to important and desirable meetings. Provide more information by including the employee on specific mailing lists, in company briefings, and in your confidence. Provide more opportunity to establish goals, priorities, and measurements. Assign reporting staff members to his or her leadership or supervision. Assign the employee to head up projects or teams. Enable the employee to spend more time with his or her boss.
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Provide the opportunity for the employee to cross-train in other roles and responsibilities.

Training and Development Options IN SHRIRAM FOUNDARY: Internal Training and Development Employees appreciate the opportunity to develop their knowledge and skills without ever leaving work or the workplace. Internal training and development brings a special plus. Examples, terminology, and opportunities reflect the culture, environment, and needs of your workplace.

Enable the employee to attend an internally offered training session. This session can be offered by a coworker in an area of their expertise or by an outside presenter or trainer. Ask the employee to train other employees with the information learned at a seminar or training session. Offer the time at a department meeting or lunch to discuss the information or present the information learned to others. (Make this an expectation when employees attend external training and conferences.) Perform all of the activities listed before, during, and after a training session to ensure that the learning is transferred to the employees job. Purchase business books for the employee. Sponsor an employee book club during which employees discuss a current book and apply its concepts to your company. Offer commonly-needed training and information on an Intranet, an internal company website. Provide training by either knowledgeable employees or an outside expert in a brown bag lunch format. Employees eat lunch and gain knowledge about a valuable topic. (Some ideas include: investing in a 401(k), how to vary and balance investments, tips for public speaking, how to get along with the boss, and updates on new products that make work easier. These opportunities are unlimited; survey employees to pinpoint interests.) The developers and other interested employees at a client company recently put on a day long conference with lunch and all of the trappings of an external conference at a local conference center. Attended by interested employees, the conference sessions were almost all taught by internal staff on topics of interest to their internal audience. Picture a "real" day long conference and you'll see the opportunity. Employees were pumped up beyond belief; they learned and enjoyed the day and gained new respect for the knowledge and skills of their coworkers.

Training and Development Options IN SHRIRAM FOUNDARY: External Training and Development Especially to develop new skills and ideas, employee attendance at external training is a must. Attaining degrees and university attendance enhance the knowledge and capabilities of your staff while broadening their experience with diverse people and ideas.

Enable the employee to attend an external seminar, conference, speaker, or training event.

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Perform all of the activities listed before, during, and after a training session to ensure that the learning is transferred to the employees job. Pay for the employee to take online classes and identify low or no cost online (and offline) training. Pay for memberships in external professional associations with the understanding that employees will attend meetings, read the journals, and so forth and regularly update coworkers. Provide a flexible schedule so the employee can take time to attend university, college, or other formal educational sessions. Provide tuition assistance to encourage the employee's pursuit of additional education.

Training and Development Secrets I promised several motivation and retention secrets relative to employee training and development. These are key factors in multiplying the value of the training and development.

Allow employees to pursue training and development in directions they choose, not just in company-assigned and needed directions. Have your company support learning, in general, and not just in support of knowledge needed for the employees current or next anticipated job. Recognize that the key factor is keeping the employee interested, attending, and engaged.

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QUESTIONNAIRE
NAME -

DESIGNATION Please tick in the suitable column

1. Are you aware of various Training & Development programs FOUNDARY

of SHRIRAM

Agree () Agree

to an extent () disagree () for disagree ?

Do you feel that Training and Development program improves the efficiency of the employee ?

2 3

Did you need training to fulfill your job need ? How do you think of Job rotation as a means of training ?

Are you informed while deciding upon training programe?

Do you think time duration for training in enough to learn the required course

Did you find any advantage of training and development ?

Do you feel that there is any need of providing training to improve coordination?

Do you think that good performance in Training and Development program should be rewarded
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Are you updated time to time by training and development programs ?

10 Do you think duration for training in enough to learn the required course?

11 Do you think that the techniques used for training are proper?

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BIBLIOGRAPHY

1) John L. Person, A Complete Guide to Technical Trading Tactics, Ninth Edition (March 26, 2004)

2) Donald E. Fischer and Ronald J. Jordan, Security Analysis and Portfolio Management (Sixth Edition).

3) Edwards, Robert D., and John Magee, Technical Analysis of Stock Trends (John Magee, 1997; first edition, 1948).

4) Geoffrey Poitras, Security Analysis and Investment Strategy (2001)

5) Benjamin Graham and David Dodd, Security Analysis (November, 1999)

6) Erich A. Helfert, D.B.A., Financial Analysis: Tools and Techniques (2000)

7) Peter J. Klien, Getting Started in Security Analysis (April, 2002)

7) Richard A. Brealey, Stewart C. Myers, Alan J. Marcus Fundamentals of Corporate Finance Third Edition, McGraw-Hill, Section A

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Websites Referenced:

www.financegates.com www.investopedia.com www.stocks.about.com www.accountingformanagement.com www.sharetipsinfo.com www.merinews.com www.tradingday.com www.marketscreen.com www.icicidirect.com www.nseindia.com www.indiainfoline.com www.economictimes.com

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