Sonika Summer Training

Goel Institute Of
Higher Studies
SUMMER TRAINING PROJECT REPORT
(BBa-607)
ON
"A Study on Training and Development

System at Volkswagen Lucknow"
SUBMITTED IN PARTIAL FULFILLMENT OF REQUIRMENT FOR THE

AWARD OF DEGREE OF
bachelor OF BUSINESS ADMINISTRATION
TO LUCKNOW UNIVERSITY
FOR THE SESSION
2018-19
UNDER THE GUIDANCE OF: SUBMITTED BY

Mr. laxmi narayan sir SONIKA
Department of Management ROLL NO : 17164001871
gihs, Lucknow. BBA 3rd Year
A Study on Training and Development System at Volkswagen Lucknow
ACKNOWLEDGEMENT
"I have taken efforts in this project. However, it would not have been possible without the
kind support and help of many individuals and organizations. I would like to extend my
sincere thanks to all of them.
I am highly indebted to Mr. Laxmi Narayan for their guidance and constant
supervision as well as for providing necessary information regarding the project & also
for their support in completing the project.
I would like to express my gratitude towards my parents & member of Volkswagen,
Lucknow for their kind co-operation and encouragement which help me in completion of
this project.
I would like to express my special gratitude and thanks to industry persons for giving me
such attention and time.
My thanks and appreciations also go to my colleague in developing the project and
people who have willingly helped me out with their abilities."
Page iv
PREFACE
BBA is a stepping-stone to the management carrier and to develop good manager. It is
necessary that the theoretical must be supplemented with exposure to the real
environment.
Theoretical knowledge just provides the base and it’s not sufficient to produce a good
manager that‟s why practical knowledge is needed.
Therefore the research product is an essential requirement for the student of BBA. This
research project not only helps the student to utilize his skills properly learn field realities
but also provides a chance to the organization to find out talent among the budding
managers in the very beginning.
In accordance with the requirement of BBA course I have done my final project report
on the topic is “A Study on Training and Development System at Volkswagen
Lucknow”.
The information regarding the project research was collected through the questionnaire
formed by me which was filled by Employees.
Page v
TABLE OF CONTENTS
Certificate (Department, Organization) ii
Declaration iii
Acknowledgement iv
Preface v
Table of Contents vi
1 Introduction to topic 1
2 Company Profile (Brief history of Organization) 34
3 Research objectives 63
4 Research Methodology 65
6 Use and Importance of the study 68
7 Data Analysis 71
7 Findings 92
8 Recommendations 95
9 Conclusion 98
10 Limitations 100
11 Bibliography 102
12 Questionnaire 104
Page vi
INTRODUCTION
1
INTRODUCTION
In today’s fast and competitive business environment any company can’t grow
Without giving importance to its HR strategies and practices, and among those the most
important is the practice of employee training and development.
The research had tried to study the HR practices that are being practiced by the
PSO and area of main focus is the practices of employee training and development.
We have find that alongside the development of its physical facilities, PSO is
deeply conscious of the pivotal role that human resources play in the success of an
organization. As a matter of fact, human resource development has been identified as an
area of key importance. While strengthening the ranks of its work force with quality
professionals at various levels of management, the company also undertakes several
initiatives for improving productivity and efficiency at all levels of services. Through
computer training, various courses, sponsorships of staff for studies at professional
institutions and seminars, the company is providing its employees on going opportunities
for continuous self-improvement and learning.
Training and Development
Training involves an expert working with learners to transfer to them certain areas
of knowledge or skills to improve in their current jobs. Development is a broad, ongoing
multi-faceted set of activities (training activities among them) to bring someone or an
organization up to another threshold of performance, often to perform some job or new
role in the future.
2
Training and Development Goals
The types of training and development goals identified will depend on the
personal and organizational objectives identified through the strategic planning
process and the agreed appraisal procedure. In any event the goals shall, as a
minimum standard, take account of the following:
 The Mission
 The Values
 The strategic objectives of the company
 Equal Opportunities Policy
 Requirements for core competencies
 Continuing personal and professional development
 Requirements for professional and vocational qualifications in further
education
 Requirements for professional, vocational and workplace updating
 Requirements for organizational change
 The operational objectives of the schools / faculties / departments /
units
 Operational performance requirements
 Personal performance requirements
 Team performance requirements
 Self assessment and action planning
3
Types Of Training And Development Support
The following facilities should be provided to the staff:
 All employees shall have access to the staff development program.
They shall also have the full opportunity to attend courses and
conferences to develop their professional expertise relevant to the
fulfillment of the requirements of their job. The induction procedures
shall be fully integrated into the training and development program for
new employees.
 The agreed Appraisal Scheme shall be applied equally to all
employees.
 All employees shall be given opportunities to attend meetings to the
fulfillment for the requirements of their job, e.g. team meeting and
course development meetings.
 Managers shall endeavor to arrange such meetings at times, which are
mutually convenient to all employees..
 There should be clear procedures whereby employees may apply for
training and development opportunities, and are given clear reasons for
the acceptance or rejection of their applications
Workplace Learning
For the work place training following points should be kept in consideration:
 All employees shall be encouraged to learn regularly and rigorously
from their workplace activities and share their learning experiences
and outcomes with their peers.
4
 Mentoring of new, existing employees and job changers is recognized
as a valuable means of achieving shared workplace experience and
promoting excellence in the workplace.
Values
 The implementation of these guidelines should seek to encourage an
organizational culture in which learning thrives.
 Both sides recognize that high quality and appropriate training
opportunities support the achievement of the colleges‟ strategic
objectives and empower employees to achieve high standards.
Typical Reasons For Employee Training And Development
Training and development can be initiated for a variety of reasons for an
employee or group of employees, e.g.
 When a performance appraisal indicates performance improvement is
needed
 To "benchmark" the status of improvement so far in a performance
improvement effort
 As part of an overall professional development program
 As part of succession planning to help an employee be eligible for a
planned change in role in the organization
 To "pilot", or test, the operation of a new performance management
system
 To train about a specific topic
GIHS,BBA 5
Typical Topics Of Employee Training
1. Communications
The increasing diversity of today's workforce brings a wide variety of
languages and customs.
2. Computer Skills
Computer skills are becoming a necessity for conducting administrative and office
tasks.
3. Customer Service
Increased competition in today's global marketplace makes it critical that
employees understand and meet the needs of customers.
4. Diversity
Diversity training usually includes explanation about how people have
different perspectives and views, and includes techniques to value diversity
5. Ethics
Today's society has increasing expectations about corporate social
responsibility. Also, today's diverse workforce brings a wide variety of values and
morals to the workplace.
6. Human Relations
The increased stresses of today's workplace can include misunderstandings
and conflict. Training can people to get along in the workplace.
GIHS,BBA 6
7. Quality Initiatives
Initiatives such as Total Quality Management, Quality Circles,
benchmarking, etc., require basic training about quality concepts, guidelines and
standards for quality, etc
8. Safety
Safety training is critical where working with heavy equipment , hazardous
chemicals, repetitive activities, etc., but can also be useful with practical advice for
avoiding assaults, etc.
9. Sexual Harassment
Sexual harassment training usually includes careful description of the
organization's policies about sexual harassment, especially about what are
inappropriate behaviours.
General Benefits From Employee Training And Development
These reasons include:
1. Increased job satisfaction and morale among employees
2. Increased employee motivation
3. Increased efficiencies in processes, resulting in financial gain
4. Increased capacity to adopt new technologies and methods
GIHS,BBA 7
5. Increased innovation in strategies and products
6. Reduced employee turnover
7. Enhanced company image, e.g., conducting ethics training (not a good
reason for ethics training!)
8. Risk management, e.g., training about sexual harassment, diversity
training.
Literature on Training and Development
In terms of local literature, I have found certain articles regarding the training and
employee skill development techniques from the Internet and from different sources
For instance an article was available regarding the health and safety and
environment training that was provided to employees. It claimed that Health Safety and
Environment (HSE) Department conducted a Fire fighting and emergency response
training session at MCB Tower's Auditorium on 13 October 2005, which was attended by
floor coordinators and staff of security department. Training was imparted to 37
employees. AnasHammad Sr. Executive HSE & QA delivered the presentation and
describes the concept of fire and fire triangle, types of fire and use of fire fighting
equipments. He also briefed on the regarding importance of emergency response system
and types of emergencies.
Another article, concerning local literature, also published in October 2005, spoke
of Lotus Smart Suite training that was being undertaken by PSO in an attempt to develop
the skills of their employees regarding computers and software programs that have
GIHS,BBA 8
become an essential skill that any employee should posses. It spoke of the training that
was given to 300 employees and also said that plans were being taken to expand the
training for employees working at up country locations
In addition, an article regarding WOW training for employees, so that the petrol
station attendants could learn more in terms of customer courtesies. It talked about
T&OD staff continuing their input at Karachi, Lahore and Rawalpindi/Islamabad. In
October the training teams concentrated on other divisions in N.W.F.P, Central and
Southern Punjab as well as Interior Sindh. The names of trainers were also provided in
this article. Trainers included Aftab Mirani,Ghulam Haider Marri, Kamal Magsi , Javed
Bashir, Sikander Rind, Nazir Sheikh, Zahid Memon, Aijaz Qazi, Mohammad Tahir and
Fazal-e-Mansoor.
By looking at the summary of these articles, an idea can be gained on the different
and diverse types of training that are being undertaken by PSO
Amongst the other local literature sources that I have used are the material
provided to me by the management of PSO and any additional information I could gather
by the newspaper and magazines that provided any sort of information regarding the
topic I am researching on.
The greatest source to me of foreign literature was the Internet. I was able to
gather immense information regarding technical training and employee skill development
not only at PSO but what actually occurs in general around the world. This helped
increase my comprehension of the topic much more vastly.
GIHS,BBA 9
An article on the Internet published on May 1st 2005, spoke of why creating
formal employee skill development and technical training strategies is essential for
continual success of one‟s business. It spoke of the investment in training that should be
made not only in monetary terms but rather talking in non-monetary terms. Business
owners frequently send their people to training courses that seem right and sound good
without knowing what to expect in return. But without measurable results, it's almost
impossible to view training as anything more than an expense
Through this article I was able to compare the mistakes that management make
when they don’t properly attempt to understand the purpose of training and whether PSO
is actually making the same mistakes or not.
Similarly, in another article, it said:
“"We are entering a world where the old rules no longer apply." The opening
quote in the bestseller Rising Sun by Michael Crichton ( 1992) sums up how rapidly the
future is changing and becoming unpredictable. In response to calls for changes in the
way training has traditionally been done, many have responded by calling for redefining
the mission of training, renaming training (i.e., witness the recent movement to referring
to training and development professionals as "performance consultants"-- Robinson &
Robinson 1995), and even firing or getting rid of in-house training altogether because it is
not cost effective (see Furnham 1997 for a more detailed discussion of this last point). In
short, the pressure is on for trainers and training functions to reinvent, reengineer,
revitalize, remake, and improve what they do (Shandler 1996).”
Therefore, by looking at this piece of information present in this foreign article, I
was able to comprehend more and improve the quality of my study. Such articles not only
GIHS,BBA 10
helped me in my study and research but also generally, proliferated my knowledge of
technical training and employee skill development today.
Other sources of foreign literature, were books, such as “ Human Resource
Management” by Gary Dessler, “Human Resource Mangement” by David A. Decenzo &
Stephen P. Robbins, “An Integrated Approach to Business Studies” by Bruce R. Jewell,
and “Business Studies” by Dave Hall
Mivta (2004) stated that human resource is the very important and the back bone of the
every organization as it is the main resource of the organization. So organizations invest
huge amount on the human resource capital because the performance of human resource
will ultimately increase the performance of the organization. Performance is a major
multidimensional construct aimed to achieve results and has a strong link to strategic
goals of an organization. As the Mivta Explains that performance is the key element to
achieve the goals of the organization so to performance increase the effectiveness and
efficiency of the organization which is helpful for the achievement of the organizational
goals. But the question arise that how an employee can work more effectively and
efficiently to increase the growth and the productivity of an organization. There are many
factors which improves the work of employees such as flexible scheduling, training etc.
Michael Armstrong (2000), stated that It is very important for the organization that it
design the training very carefully and the training should be given according to the needs
of the employees as well as for the organization to get always good results. It also seems
that training design plays very important role in the employee as well for the performance
GIHS,BBA 11
of the organization. If wrong training or irrelevant training is given then is just waste of
time and money.
Tasur and Lin (2004), state that this literature review examines the relationship between
employee training and development and organizational performance. The research helps
the general belief that employee training and development plans make positive
contributions to organizational performance.From a human resource view, research on
employee development has a great importance. Employee development means giving
more importance to the future needs than present needs.
MichaeS.Lane, Gerald.L.Blakely (1990), stated that the Management development
programs are now increasingly being studied and evaluated, regarding their efficiency
and effectiveness. It presents the results of a survey of 156 directors and the vice-
presidents of personnel and human resource management departments relating to the
current status of their management development programs. The result shows that
management development programs do not seem to differentiate between the levels of
management.
(OladeleAkin, 1991), states that evaluation is increasingly being regarded as a powerful
tool to enhance the effectiveness of training. Three major approaches to training
evaluation quality description, quality assessment and quality control are highlighted. In
order to enhance the effectiveness of training, evaluation should be integrated with
organizational life through out. Evaluation will be made before and after training as after
GIHS,BBA 12
giving training the performance should be increased. The organization invests on
employees to give training so that they expect more from employees as well. After
training the employee should be performing more for the organization to because
training‟s purpose is to polish the skills of the employees and organization expects that
these polish skills will increase the performance of the organization.
(PhillipC.Wright,1992) stated that the training is given to the employees and compare its
performance reports on a study of current and past training literature which suggests
That, to be effective and to isolate both training needs and those problems having other,
non-trainable solutions, training must be preceded by a needs analysis. The problems
which untrained employees in the organization are facing should not be same which
trained people may me facing because training‟ s main objective is to remove hurdles
from employees tasks so that they can work with devotion for the organization.
(Farhad,Analou, 1995) states that traditionally, the effectiveness of the senior officials
within the public sector has been disproportionately associated with task instead of
people-related skills. A study of 74 senior managers within Indian Railways, over three
years, has revealed that managers, in order to become effective, not only require task and
people skills but also self-development knowledge and skills. Moreover, the above broad
categories of managerial skills form a hierarchy which suggests that the more senior
positions which managers occupy, the greater the need for people and self-development.
Explores the implications of the above for senior management training and development
in public sector.
GIHS,BBA 13
OBJECTIVES AND SCOPE OF TRAINING AND DEVELOPMENT
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 department‟s contribution at a level suitable to the
organization‟s needs.
Societal Objectives – ensure that an organization is ethically and socially responsible to
the needs and challenges of the society.
GIHS,BBA 14
PURPOSE OF TRAINING AND DEVELOPMENT
The quality of employees and their development through
training and education are major factors in determining long-term profitability of a small
business. If you hire and keep good employees, it is good policy to invest in the
development of their skills, so they can increase their productivity. Training often is
considered for new employees only. This is a mistake because ongoing training for
current employees helps them adjust to rapidly changing job requirements.
Reasons for emphasizing the growth and development of personnel include:
o Creating a pool of readily available and adequate replacements for personnel who
may leave or move up in the organization.
o Enhancing the company's ability to adopt and use advances in technology because
of a sufficiently knowledgeable staff.
o Building a more efficient, effective and highly motivated team, which enhances
the company's competitive position and improves employee morale.
o Ensuring adequate human resources for expansion into new programs.
GIHS,BBA 15
Research has shown specific benefits that a small business receives from training and
developing its workers, including:
Increased productivity.
Reduced employee turnover.
Increased Quality of Work.
Increased efficiency resulting in financial gains.
Decreased need for supervision.
Improves the overall Morale of the Work force.
Employees frequently develop a greater sense of self-worth, dignity and well-being as
they become more valuable to the firm and to society. These factors give them a sense of
satisfaction through the achievement of personal and company goals.
GIHS,BBA 16
 Optimum Utilization of Human Resources –Training and Development
helps in optimizing the utilization of human resource that further helps the
employee to achieve the organizational goals as well as their individual
goals.
 Development of Human Resources – Training and Development helps to
provide an opportunity and broad structure for the development of human
resources‟ technical and behavioural skills in an organization. It also helps
the employees in attaining personal growth.
 Development of skills of employees – Training and Development helps in
increasing the job knowledge and skills of employees at each level. It helps
to expand the horizons of human intellect and an overall personality of the
employees.
GIHS,BBA 17
PRINCIPLES AND EVALUATION OF TRAINING
Training is the process of assisting a person for enhancing his efficiency and
effectiveness at work by improving and updating his professional knowledge, by
developing skills relevant to his work and cultivating appropriate behaviour and attitude
towards work and people. Training could be designed either for improving present
capabilities at work or for preparing a person for assuming higher. Responsibilities in
future which would call for additional knowledge and superior skills.
Training is different from education particularly formal education. While education is
concerned mainly with enhancement of knowledge, training aims essentially at increasing
knowledge, stimulating aptitude and imparting skills related to a specific job.
In India, considerable importance has been accorded to training in social development
and this is evident form the fact that the community spends roughly six million dollars
annually on training every year. But there are complains about the ineffectiveness of
training and possible waste of resources because of the use of stereotyped and
conventional methods in training which are often not set completely in tune with job
requirements.
It is a continuous process
Training is a continuous and life long process. Right form the time a child is born he
starts receiving training form his mother for a variety of needs, so that he becomes a
social being. His training continues in the school and the college situations. However
training as an organized effort, designed with certain objectives, for example to help the
trainees to be informed of the subject matter which they have to use in their work
GIHS,BBA 18
situation. Apart from change of attitudes, their skills have to be improved and knowledge
or information has to be imparted through effective methods. In other worlds, training
provides and synthesizing with the help of the trainers, the information already available
on the subject. Training is a time-bound programme. Thus there is a separate specialized
discipline of trainers specializing in the field of human activity.
Prevailing concept
New concept
1. The acquisition of subject matter knowledge by a participant leads to action.
1 Motivation and skills lead to action. Skills are acquired through practice.
.
2. The participant learns what the trainer teaches. Learning is a simple function of
the capacity of the participant to learn and the ability of the trainer to teach.
2. Learning is a complex function of the motivation and capacity of the individual
participant, the norms of the training groups the training methods and the behaviour of
the trainers and the general climate of the institution. The participant's motivation is
influenced by the climate of his work organization.
3. Individual action leads to improvement on the job. 3. Improvement on the
job is complex function of individual learning the norms of the working group and the
general climate of the organization. Individual learning used leads to frustration.
4. Training is the responsibility of the training institution. It begins and ends with the
course. 4. Training is the responsibility of three partners: the participant organization
the participant, and the training institution. It has a preparatory pertaining and a
subsequent, post-training phase. All are equally important to the success of training.
GIHS,BBA 19
There has been in some quarter‟s criticism of training and it is often argued that
personnel can acquire administrative capabilities and work skills through apprenticeship
capabilities and work skills through apprenticeship rather than through formal training.
While the training cannot by itself guarantee the success of a development programme,
its untrained personnel are unlikely to prove effective. It is in this context that expert;
administrators and planners greatly appreciate the relevance of training in development
process.
INTERACTION BETWEEN TRAINING & DEVELOPMENT AND OTHER
HUMAN RESOURCE FUNCTIONS
Training and development Training opportunities reduce the demand for highly
qualified applicants Staffing
Careful Selection may reduce the need for training. But hiring additional
employees adds to training needs
Training helps employees perform better Performance evaluation
Performance evaluations provide information that helps to assess training needs
Training should improve performance and result in higher levels of pay
Compensation
Financial incentives can create greater enthusiasm for training and increased
participation
Skilled employees should perform better, reducing the probability of grievances
and discipline Employee relations
Unions may participate in the design and presentation of the training
GIHS,BBA 20
The Training Cycle
A training cycle consists of a series of steps which lead to a training event being
undertaken. Evaluation provides feedback which links back to the initial stages of
training design. Indeed, it is the evaluation/ feedback process which makes this a cyclical
event without it training would be a linear process leading from initiating training
through to its implementation. The steps in the cycle are:-
Stage1: Identification of training needs. Examining what skills and attributes are
necessary for the job to be undertaken, the skills and attributes of the job holder and the
extent of the gap.
Stage2: Design, preparation and delivery of training.
Stage 3: Discovering the trainee‟s attitude to training (reaction) and whether the training
has been useful from the point of view of training. Reaction involves the participant’s
feelings towards the training process, including the training content, the trainer and the
training methods used. Learning is the extent to which the trainee has actually absorbed
the content of the learning event.
Stage 4: Discovering whether the lessons learnt during training have been transferred to
the job and are being used effectively in doing the job.
Stage5: Evaluating the effects of the training on the organization. Thus is the area on
which there is perhaps most confusion, subsequently little real action to clear it.
Stage 6: Reinforcement of positive behaviour. It is optimal that positive outcomes are
maintained for as long as possible. It is not rare event for changes in behaviour to be
temporary, with a gentle slide back to previous ways of working. It is important to note
the feedback loops. Feedback on the process of actually delivering the training can come
GIHS,BBA 21
from the reaction and learning stage, the transfer of the training to the work place and the
evaluation of the impact of the training. The main, feedback for the identification of
training needs comes from an assessment of the transfer of work to the training and the
evaluation of the impact on the organization.
It is important to note that these feedback loops may consist of two very different types of
information.
• To determine the worth of training to the organization- a process best done by
quantitative methods and with hard, numerical data.
• Allowing insights into the method of learning, where the experience of those
involved are the main focus, thus using mainly softer, qualitative information.
Identification of training needs
The procedure of identifying training and development needs is crucial for the success of
the training function and requires to be carried out systematically on a regular basis,
preferably every year.
How are training needs identified to match the organizational requirements in terms of
technology /task/ people? Has the training bought the desired change in the individuals‟
performance and if so, how is it assessed? These are the focal points, which require
attention of the HR professionals to assess the training needs of the employees working in
the organization.
Many organizations have their own system to identifying training needs every year.
However, need identification exercise can do real harm if the needs are not met by
conducting suitable programs. Managers must perceive that their recommendations are
grown due consideration and suitable actions are initiated to satisfy the felt needs. Only
GIHS,BBA 22
then, they will take this exercise seriously. Hence, formulation of suitable and need based
training programs and their timely implementation is very important for the success of
any training program.
Evaluation of Training Programs
Training programs are conducted with a view to help the employees to acquire the
knowledge, skills and attitude necessary to perform the task assigned to them. They are
conducted in order to bring about a planned change which in turn involves substantial
investment of money, time and efforts. Therefore, one has to know whether such an
investment in training yielded the desired results. This desire naturally leads to evaluation
of training.
Evaluation means literally, the assessment of value or worth. Strictly speaking the act of
evaluating training is the act of judging whether or not it was worthwhile in terms of
some criterion of value, in the light of the information available. Evaluation is the tool
whereby information about the result of trainees, interaction with the learning
experiences systematically collected and analyzed. Thus, evaluation can provide useful
data both for improvement of training and enhancement of learning. In brief it is
important in 3 ways.
• It indicates whether appropriate monetary investment is made on the
implementation of training programs.
• It determines the degree of effectiveness and success of the training programs.
• It provides a basis for introductory the necessary corrective measures.
The benefits of constructive, practical evaluation of training substantially outweigh the
costs six direct benefits of evaluating training programs are:-
GIHS,BBA 23
Quality Control: Quality control systems are designed to ensure that products or services
are fit for their intended purpose. Evaluation in training will assess the extent to which
work-related results can be demonstrated to arise from the training. Successful, positive
elements of training can be maintained and reinforced, whilst negative elements removed
or revised. If results cannot be justified, then it becomes hard to justify the commitment
of any resources to the training activity and they can be re-allocated to
Where they may make a greater impact.
Efficient training design: It throws an emphasis on those elements of a training system
which matter, such as proper definition of objectives and setting criteria on now these
objectives are to be measured.
Enhanced professional esteem: Training professionals can gain enhanced stature from
having systematic evaluation of data rather than intuitive assessment of their contribution
to the business. Being assessed on their contribution to the „bottom-line‟ of the business
puts the HRD function on the same footing as other functions, instead of claiming that
the nature of their work does not allow an application of the same criteria. This helps to
break down the barriers facing the integration of HRD professionals within the
organization.
Enhanced negotiating power: On much the same tack evaluation makes it possible for the
HR function to demonstrate a successful contribution to the business over a period of
time. When resources are to be allocated and new investment decisions to be made, them
being able to show the outcomes of training would be invaluable.
Appropriate criteria of assessment: Individuals within an organization will make
judgments about how effective the training function is, regardless of whether an
GIHS,BBA 24
evaluation system is in place or not. Given this, it is very important that the HR controls
the choices of appropriate criteria, which it can most safely do on the back of a formal
evaluation process.
Intervention strategy: Evaluation can be a tool for changing the way that training is
integrated into the organization. It offers a means by which the HR function can build on
its enhanced esteem and negotiating power to play a more active role in developing
policies.
GIHS,BBA 25
LITERATURE REVIEW
An organization survives if it is performing well in the environment by being profitable
but if it fails to do so the organization may not survive. And worse is the decay of both
human and physical structures (Manguennandongo, 2002). The rationale of training is not
only on the ordinary employees but as well as to their executives to develop skills
required in the diversification and competitiveness by making the organization
successful. The benefits fall entirely for the employees and for the private companies.
The target of the program being implemented in the companies, increases the competency
in the market, and improves the living condition of the employees (ADBG, 2008). Under
the participation of the stakeholders, the guidelines and implementation of training in the
employees can achieve positive results. The workforce development is focused on
attracting, developing, and retaining the best of the people from the broadest business
practices to meet the objectives or goals of the companies. Intentionally, training and
development are provided for the employees with best of the career opportunities in
different industry and encourages their individual growth and achievement (Kruger,
2008). According to Case and Banahan (2007), the different approaches to training and
development need to be explored. It has come to their attention by their own preferred
model and through experience with large Organizations. The current traditional training
continuously facing the challenges in the selection of the employees, in maintaining the
uncertainty related to the purpose and in introducing new tactics for the environment of
work and by recognizing this, they advising on all the problems, which reiterates the
requirement for flexible approach. Usually the managers have the choice to select the best
training and development programme for their staff but they always have to bear in mind
GIHS,BBA 26
that to increase their chances of achieve the target they must follow the five points
highlighted by Miller and Desmarais (2007). According to Davenport (2006), mentioned
in his recent studies that it‟s easy to implement strategy with the internet supported
software.
Technical training is the process of teaching employees how to more accurately and
thoroughly perform the technical components of their jobs. Training can include
technology applications, products, sales and service tactics, and more. Technical skills
are job-specific as opposed to soft skills, which are transferable.
On-the-job training Methods
Under these methods new or inexperienced employees learn through observing peers or
managers performing the job and trying to imitate their behavior. These methods do not
cost much and are less disruptive as employees are always on the job, training is given on
the same machines and experience would be on already approved standards, and above
all the trainee is learning while earning. Some of the commonly used methods are:
Coaching, Mentoring, Job Rotation, Job Instruction, Technology, Apprenticeship,
Understudy.
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Off-the-job Training Methods
Off-the-job training methods are conducted in separate from the job environment, study
material is supplied, there is full concentration on learning rather than performing, and
there is freedom of expression. Important methods include: Lectures and Conferences,
Vestibule Training, Simulation Exercises, Sensitivity Training, Transactional Training.
Technical or Technology Training
Depending on the type of job, technical training will be required. Technical training is a
type of training meant to teach the new employee the technological aspects of the job. In
a retail environment, technical training might include teaching someone how to use the
computer system to ring up customers. In a sales position, it might include showing
someone how to use the customer relationship management (CRM) system to find new
prospects. In a consulting business, technical training might be used so the consultant
knows how to use the system to input the number of hours that should be charged to a
client. In a restaurant, the server needs to be trained on how to use the system to process
orders. Let‟s assume your company has decided to switch to the newest version of
Microsoft Office. This might require some technical training of the entire company to
ensure everyone uses the technology effectively. Technical training is often performed in-
house, but it can also be administrered externally.
Skills Training
Skills training, the third type of training , includes proficiencies needed to actually
perform the job. For example, an administrative assistant might be trained in how to
answer the phone, while a salesperson at Best Buy might be trained in assessment of
GIHS,BBA 28
customer needs and on how to offer the customer information to make a buying decision.
Think of skills training as the things you actually need to know to perform your job. A
cashier needs to know not only the technology to ring someone up but what to do if
something is priced wrong. Most of the time, skills training is given in-house and can
include the use of a mentor. An example of a type of skills training is from AT&T and
Apple, who in summer 2011 asked their managers to accelerate retail employee training
on the iPhone 5, which was released to market in the fall.
Training, Performance and Productivity
The quality of employees and their development through training are major factors in
determining log-term profitability and optimum performance of organizations. To hire
and keep quality employees, it is good policy to invest in the development of their skills,
knowledge and abilities so that individual and ultimately organizational productivity can
increase. Traditionally, training is given to new employees only. This is a mistake as
ongoing training for existing employees helps them adjust rapidly to changing job
requirements.
Impact of training and development
Nowadays the necessity for dedicated professionals has increased with the rising
demands of business and the level of competency. It is significant to have professional
knowledge on how to handle complicated situations. Career development schools make
certain that people take advantage in the training given to them. The advantages are based
GIHS,BBA 29
on the quality, standardization and methodology applied. It assists in building confidence,
promotion of personal development and is a focus for quality staff. Superiority is a major
concern in any business and career development. It is not limited to the products but the
performance of the professionals as well. Lack of quality affects standard of performance,
however career development takes the chance to develop on the defects and bring quality
products.
The review has so far revealed the importance and purpose of training in an
organization, and how it contributes to productivity. The essence of training needs has
also been explained. How and why training needs should be assessed was not
overlooked. The fundamental bases for which personnel may be chosen or selected for
training, the kinds of training methods are identified. In summary, this study is designed
descriptively to find out whether there exists any setback in the training and development
schemes in Ghana Ports and Harbors and Authority, and thus offer recommendations as
to how these setbacks may be reduced if not entirely eliminated.
Training is seen as a key instrument in the implementation of Human
Resource Management policies and practices, particularly those involving cultural change
and the necessity of introducing new working practices. First of all the organization will
need a training policy that specifies what training means to the organization, who
qualifies for training, how training should be conducted and so on. The next step is to
analyze the training needs of the organization in relation to the organization’s strategy
and equate it with the needs of the individuals within it.
GIHS,BBA 30
A variety of methods could be adopted to carry out a training needs analysis. Job
analysis, interview with managers and supervisors and performance appraisal are few
methods commonly used. Despite the available variety of methods, an organization has
to be cautious when selecting training methods for its use. A careful use of training
methods can be a very cost-effective investment. Although one of the most important
stages in the training process, evaluation and monitoring is often the most neglected or
least adequately carried out part.
An effective training program is built by following a systematic, step-by step process.
Training initiatives that stand alone (one-off events) often fail to meet organizational
objectives and participant expectations. In today’s post we outline the five necessary
steps to creating an effective program from assessing needs to evaluating and revising
training.
1) Assess Training Needs: The first step in developing a training program is to
identify and assess needs. Employee training needs may already be established in
the organization’s strategic, human resources or individual development plans. If
you’re building the training program from scratch (without predetermined
objectives) you‟ll need to conduct training needs assessments.
2) Set Organizational Training Objectives: The training needs assessments
(organizational, task & individual) will identify any gaps in your current training
GIHS,BBA 31
initiatives and employee skill sets. These gaps should be analyzed and prioritized
and turned into the organization’s training objectives. The ultimate goal is to
bridge the gap between current and desired performance through the development
of a training program. At the employee level, the training should match the areas
of improvement discovered through 360 degree evaluations.
3) Create Training Action Plan: The next step is to create a comprehensive action
plan that includes learning theories, instructional design, content, materials and
any other training elements. Resources and training delivery methods should also
be detailed. While developing the program, the level of training and participants‟
learning styles need to also be considered. Many companies pilot their initiatives
and gather feedback to make adjustments before launching the program company-
wide.
4) Implement Training Initiatives: The implementation phase is where the training
program comes to life. Organizations need to decide whether training will be
delivered in-house or externally coordinated. Program implementation includes
the scheduling of training activities and organization of any related resources
(facilities, equipment, etc.). The training program is then officially launched,
promoted and conducted. During training, participant progress should be
monitored to ensure that the program is effective.
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5) Evaluate & Revise Training: As mentioned in the last segment, the training
program should be continually monitored. At the end, the entire program should
be evaluated to determine if it was successful and met training objectives.
Feedback should be obtained from all stakeholders to determine program and
instructor effectiveness and also knowledge or skill acquisition. Analyzing this
feedback will allow the organization to identify any weaknesses in the program.
At this point, the training program or action plan can be revised if objectives or
expectations are not being met.
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COMPANY
PROFILE
GIHS,BBA 34
COMPANY PROFILE
The Volkswagen group with its headquarters in Wolfsburg is of the worlds leading
automobiles manufactures and the largest carmaker in Europe. In 2006, the group
increased the number of vehicles delivered to customer to 5.734 million (2005:5.243
million), corresponding to a 9.7 percent shares of the world passenger car market.
In Western Europe, the largest car market in the world, nearly every fifth new car (19.9
percent) comes from the Volkswagen Group. Group sales rose in 2006 to 104.9 billion
Euros (2005: 95.3 billion). Profit after tax in the 2006 financial year amounted to 2.75
billion Euros (2005 : 1.12 billion). Volkswagen activities are primarily oriented on setting
new ecological standards in the areas of vehicles, drivetrains and lightweight
construction. Our modular toolkit system, which we are enhancing on an ongoing basis,
allows us to constantly improve production efficiency and flexibility, thus increasing the
Group's profitability.
In addition, Volkswagen want to continually expand the Volkswagen Group's customer
base by further increasing satisfaction among our existing customers and acquiring new,
satisfied customers around the world, particularly in the growth markets. In order to
ensure this, we are increasingly adapting our products to meet local requirements and
focusing on the specific features of individual markets. We shall continue the measures
we are currently taking to improve our productivity and quality regardless of the
economic situation and without any time limit. These include our regional development
teams and our cooperation with local suppliers, among other things. Other key elements
include standardizing processes in both the direct and indirect areas of the Group and
GIHS,BBA 35
reducing production throughput times. Together with disciplined cost and investment
management, these measures play a major role in ensuring that we reach our long-term
profitability targets and
safeguard solid long-term liquidity.
Volkswagen will only successfully meet the challenges of today and tomorrow if all
employees – from vocational trainees through to senior executives – consistently deliver
excellence so as to ensure the quality of the Volkswagen Group's innovations and
products for the long term and at the highest level. Outstanding performance, the success
that comes from it and participation in its rewards are at the heart of our human resources
strategy.
Modern Marketing is the management of 4P‟s – PRODUCT , PRICE , PLACE ,
PROMOTION. In a sense of entire marketing process has a large content of
communication . For instance the product communicates a distinctive image such as
youthfulness , glamour or prestige. The brand name communicates physical and
physiological attributes of the product . The package communicates to the manufacturer
thinks of his inconvenience and the since of beauty . This price communicates the equity
of the products . These are communication between buyer and seller i.e. the distribution
channel. Thus each elements of the marketing mix either helps or hinders communication
and ultimately the sales effort.
The marketing communication or promotion mix consists of five major tools :
1- Advertising
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2- Sales promotion
3- Publicity
4- Personal selling
5- Public relation
BRAND STRATEGIES
The branding is the face of the product that company offers to its customers hence every
company has to toss their branding strategy effectively. Since this is beneficial in making
the impression of product or services in the mind of customers. An effective and
impressive brand name always attracts the customers and keeps the position and image of
the company in their minds. This even gains to make the customers think and moved
towards the use of another product of same company to which they are not familiar.
A good quality brand image in business matters a lot; the brand of the company is always
seen as in differential part of the company which shows its value and quality. With an
effective and strong brand the image of the company goes rise.
Strong brand of business facilitate other brands to link with each other different products
of the company. The brand name of company used for the different products of the
company for effective selling in market.
18 Ways to Build Brand Awareness
When you need a tissue, do you ask for a tissue, or for a Kleenex? When you‟re ordering
a drink at a fast-food restaurant, do you ask for a cola, or a Coke? What about when you
cut yourself? Do you look for a plastic bandage, or a Band-Aid?
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These terms are known as proprietary eponyms, and they’re the apex of brand
awareness. These brands have become so well-known, they’ve replaced the generic
terms for similar products in our language.
For a brand or product to become a proprietary eponym is pretty much the pinnacle of
brand awareness (sorry, Pepsi). Although you might not achieve this in your business,
that doesn’t mean you can‟t do a lot more to boost awareness of your brand.
While there’s no quick fix for becoming a household name, here are 18 brand-building
strategies to help launch (and continue) your efforts. You may not become as well-known
as Coca-Cola, but it can‟t hurt to try, right?
Here are our best pieces of brand-building advice.
1. Referral Programs
Users will gladly spread word of your product or service when they know they‟ll get an
added perk. Dropbox is a great example of how smart referral programs can growth
hacka business. Dropbox gives existing users 500 MB of extra storage space for every
friend they refer (up to 16 GB). Back when Dropbox was still new, this referral program
helped generate tons of word-of-mouth, delivering a huge number of sign-ups and saving
Dropbox countless advertising dollars.
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2. Impressive Guest Content
Another great way to get your brand known on the web is to deliver ultra valuable,
gorgeous looking content to share on other blogs. Guest posting (despite what some
might tell you) is still a powerful way to get your name known in your industry.
However, run-of-the-mill content won‟t cut it – you need to be guest publishing high-
quality stuff. Create memorable, valuable content and you‟ll be introduced to new
audiences and make a lasting impression.
3. Infographics
Infographics are a bright and colourful way to display interesting marketing data and
statistics. These content powerhouses often get shared far and wide, making them a great
tool for brand building and thought leadership.
Take a look at the infographic WordStream produced earlier this year – it got thousands
of social shares and brought in valuable links as well!
4. Freemium With Credit
Many awesome online products allow users to choose from a free version, which includes
a watermark or credit line, or the option to upgrade to the paid version, which allows
users to remove the mark or replace it with their own logo. While many users will opt for
the free version, they‟ll also be promoting your brand to others users. Some of those new
GIHS,BBA 39
users who see your product will go with the paid version! Providing a freemium product
means getting yourself in front of more eyeballs, building your brand and bringing in
paying customers.
5. Local Partnerships
Another great brand building strategy is to get involved with local partnerships (this is
Tremendouslyimportant for local-oriented businesses,but can be applied for other
businesses as well). Partner with other local businesses to hold join intro seminars or
festivals. Sponsor local sports teams and donate to charity events. Getting your brand
plastered around festivals and events will do big things for your brand.
6. Car Wraps
A classic tried-and-true strategy for building your brand is getting a car wrap! Car wraps
are customized designs that can cover your entire car (don‟t worry, you can still see
through the windows)! They can attract a hefty amount of attention, and it‟s a great way
to ensure that wherever you go, people are becoming more familiar with your brand.
Wrap your company car or even your own personal vehicle!
7. Freebies
Everyone loves free stuff! Put your brand name on koozies, pens, Frisbees, etc, then give
away your items at local festivals.
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8. Social Media Contests
Run a social media contest in which contestants submit a photo or video, with other users
voting for their favorites. Contestants will share the link with friends and family to get
more votes, building your brand awareness as a result.
9. Social Focus
With the number of social networks constantly increasing, trying to be forever active on
all of them is a fool’s errand. If your business is best suited to a particular network, then
don’t be afraid to put the majority of your energy into a few sites. For example, photo-
heavy sites might focus on Instagram and interest. Know where your audiences hang
and focus on those networks. You won’t want to totally abandon the other social sites,
but save your biggest efforts for what you know works.
10. LinkedIn Publishing
We already talked a bit about the value of guest posting, but there are also other methods
to get published and spread your name across the web. Recently, LinkedIn began letting
all users publish posts right to LinkedIn via the publishing tool. If your posts get enough
attention, it could wind up in the LinkedIn home stream for many users. As an added
bonus, having posts attached to your
GIHS,BBA 41
LinkedIn account also helps establish you as a thought leader!Of course you can also
always set up your own company blog and post there – just make sure you share and
promote your posts after publishing.
11. Pro Story Telling
Want to be a memorable brand? Start with stellar storytelling. If you can create
emotionally moving, compelling stories that connect deeply with users, they won‟t soon
forget your name.
12. Unique Personality
One surefire way to increase band awareness is by giving your brand a fun, unique brand
identity. If you work in an industry were a little dose of comedy or personality is
appropriate, being outrageous can make your brand extremely memorable.
A few major examples of businesses who inject humor and comedy into brand promotion
include Old Spice, Poopouri, and Dollar Shave Club.
Not only did these hilarious ads leave an impression with audiences – they also became
viral sensations, shared across the web and driving sales.
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13. Podcasts
Starting your own industry podcast where you interview industry experts is a great way to
build your brand while also developing relationships with others in your field. Some
industries (like marketing) already have a hefty number of podcasts that would be tough
for a beginner to compete against. However, for niche industries where there isn’t much
on the airwaves, you could easily make yourself a household name.
14. PPC Advertising
With SEO becoming more competitive every day, while organic Google real-estate
shrinks, PPC is a smart solution for getting your brand seen on Google. With targeted
keyword research, you could be showing up at the top of Google for relevant searches.
Even if users don’t end up clicking on your PPC ad, seeing your name at the top of the
search results makes an impression and is incredible for building brand awareness.
15. Remarketing Campaigns
Remarketingis a pro strategy for boosting that good of ‟ brand awareness. Why?
Remarketing involves showing ads to users who visited your site, but left before
converting. Remarketing ads are placed all across the web on sites your customers visit.
Soon they’ll be seeing your business everywhere – on their favourite blogs, while
shopping online, etc. This gives the impression that your brand is much larger (and has a
much bigger ad budget) than it really is. And it's a great way to increase your conversion
rate.
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16. Paid Social Advertising
Organic social marketing is becoming more difficult by the day, leading more businesses
to turn to paid social advertising. Facebook and Twitter adsare relatively cheap and help
get your brand seen on social. Whether or not users convert immediately, every added
piece of familiarity counts when users finally are ready to make a purchase.
17. Controversy
While this strategy isn’t for everyone, one way to get your brand noticed is bybeing
controversial. Take an unlikely stance on a hot industry topic, and you may find yourself
attracting quite a bit of attention. Whether it‟s good or bad attention depends on the
subject matter and your approach. Then again, there’s no such thing as bad press (so they
say anyway).
18. Influencer Marketing
Getting friends in high places is another easy way to boost your brand awareness. Find
existing influencers in your industrywhose business you could potentially complement,
rather than compete with. Make use of your partner’s influencer network to promote your
brand (while also building up valuable partnerships you can continue to make use of
long-term).
"VOLKSWAGEN DAS AUTOS"
The automobile company is well known for its services and higher satisfaction among
their customers. Volkswagen group of India is subsidiary of worldwide famous
GIHS,BBA 44
Volkswagen AG. It switches to brand of Volkswagen in addition to two other existed
brands of Skoda and Audi in Indian market. These brands possess its own character
manoeuvres in an autonomous manner. The establishment of this subsidiary was in year
2007. In Indian autos market the brand image is featured by the size of vehicle,
technologies of driving and different features like ABS, EPS and air bags and galvanized
bodies of automobiles.
Multi branding v/s Corporate Branding
There are two main concepts taken corporate branding and multi branding that are
explained as followed by the company:
Multi Branding: Concept of multi branding in the company mainly based on the objective
to become most innovative manufactured volume complies with best quality product
specifically considering medium to long term classless. With theme and slogan
"VorsprungdurchTechnik" of Audi brand in considered as solid brand in automotive
premium segment. In addition brand of Skoda is a combination of intelligent concepts in
using space and technical innovation also covering the design and good money value.
Corporate Branding: Volkswagen carries three main brands by having messages of
"responsible" "innovation" and "providing Enduring Value". The car under the corporate
brand there is passenger cars convey reliability and quality and engineering of German
skills at the global level. This facilitate in becoming the first choice in millions of the
customers when buying a car.
Critical Evaluation of Brand Strategy of VGI
In the views of Porter (1993), for successful administration of a company there must be
GIHS,BBA 45
an identified strategy that itself serve as a position and must be able to handle
competition through
brand strategy of the company and is primarily differentiate into three parts as. Cost
leadership strategy, differentiation strategy and focus strategy.
Brand strategy of Volkswagen is well maintained. As India is important market for the
strategic marketing especially in automotive industry. There are good opportunities for
future growth as a result of outstanding conditions of demands. But the noticeable
condition is that there is very high competition full with challenges of conditions of
market, different lifestyle, and behaviour of consumers.
Branding is key success factor for Volkswagen in order to gain good market position and
competitive advantages therefore it become very successful in the Indian Automobiles of
market. As branding plays a vital part for the Volkswagen and make it differentiate from
other competitors in market. Kotler has viewed his comment on the leadership that "a
cost leadership is not possible, differentiate is their competitive strategy". Also Varey
considered brand as unique and for selling the proposition in the emerging markets.
Branding Value of Volkswagen
The brand value is an important aspect of a brand. This can be illustrate as the customers
are usually willing to spent or pay more for that product that is related to any known
brand, they preferred brand that the product. The brand value is hence defined as "that
extra money made by a company
or can be made from the selling of its products in solely way only due to the name of its
brand". For example For Volkswagen group India there is late entry of the Volkswagen
GIHS,BBA 46
group of India in the market as compared to other competitor rivals. Due to this company
has lack to gain the first mover advantage in market and hence less gain in the brand
value. For further development the company in order to strengthen its brand value it
follow the strategy by making corporate statement "innovation for everyone".
While marketing any product, importantly in India, the most crucial factor is quality and
price of product as India is at a halt a poor country.
Brand Image for Volkswagen
Brand image is specified as those qualities which are related to the association to
customers with the particular brand. It is expressed as the human behaviour and their
wants and desires, but not enough it also associates with the situational use, price and
quality of the brand. Here example can be taken as the Mercedes Benz which possesses a
string brand image due to its product quality and features and their price, this came to
make an image of brand in the minds of customers about that particular product. The
brand image is not an inherent character for a company brand though this can be achieved
through the advertising and campaigns.
Brand image is identity of the product in market and is a symbol of the company that
make its impression and image in the minds of customers. The Volkswagen with its new
brand name "Das Auto" along with its vision, the company is going to create new image
by surrounding proximity and convenience via affordable innovations. The Volkswagens
brands of Skoda and Audi managed in such a way that curved their position in stiff ad
competitive automobile market and creating their baton of brand image in consciously
sensitive markets like India.
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Brand Positioning
In the view of Armstrong (2002), "brand positioning zeroes in on customers and gives
them a reason to buy a product in preference to others; it differentiates a product from
other products based on attributes. Walter (1997) also states that position of brand is
perception among target customers. The Volkswagen group of India as came back into
market after the period of ten years it has going to position its brand again in the minds of
their customers and in market. The company has positioned its brand bracketed to set of
above middle classed customers whose income is above average and have the thrill to
show off as and where compared to brand Audi which is expensive and very showing
type is designed for those types of consumers that are sporty and want to show
off more with expensive expenditure. On contrary the Volkswagen brand is suitable for
the average persons and also full the desire to show off. The company has managed them
with a separate position in market. According to a statement given by the director of VW
passengers cars Mr. Neeraj Garg that the company will take some time for making its
position and there is a slow process to gain position into the minds of customers of India.
The important factors that are affecting to build a brand value...
1- Quality
2- Positioning
3- Repositioning
4- Communication
5- First mover advantage
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6- Long term perspective
7- Internal marketing
The seven main factors in building successful brand as illustrate in the diagram given
below :
Positioning :
Positioning is about the position a brand occupies in a market in the minds of consumers .
Strong brand have a clear , often unique position in the target market .
GIHS,BBA 49
Positioning can be achieved through several means including brand name , service
standard , image , product guarantees , packaging and the way in which it is delivered.
Repositioning :
Repositioning occurs when a brand tries to change its market position to reflect a change
in consumer’s taste . This is often required when a brand has become a tired , perhaps
because its original market has matured or has gone into decline .
Communications :
Communication also play a key role in building a successful brand .we suggested that
brand positioning is essentially about customers perceptions – with the object to build a
clearly defined position in the minds of target audiences.
Automotive industry in India
The automotive industry in India is one of the largest automotive markets in the world.
It was previously one of the fastest growing markets globally, but it is currently
experiencing flat or negative growth rates. IN 2009, India emerged as Asia's fourth largest
exporter of passenger cars, behind Japan, South Korea, and Thailand, overtaking
Thailand to become third in 2010. As of 2010, India was home to 40 million passenger
vehicles. More than 3.7 million automotive vehicles were produced in India in 2010 (an
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increase of 33.9%), making India the second fastest growing automobile market in the
world (after China).India's passenger car and commercial vehicle manufacturing industry
recently overtook Brazil to become the sixth largest in the world, with an annual
production of more than 3.9 million units in 2011. From 2011 to 2012, the industry grew
16-18%, selling around three million units.According to the Society of Indian
Automobile Manufacturers, annual vehicle sales are projected to increase to 4 million by
2015, not 5 million as previously projected.
In 2011, there were 3,695 factories producing automotive parts in all of India. The
average firm made US$6 million in annual revenue with profits close to US$400
thousand.
Indian Automotive Market Returning To Growth
India is the world’s seventh largest passenger vehicle market, and was previously
estimated to topple Germany, Brazil and Russia to gain three places in the global
rankings by 2015. While Germany struggled from the impacts of the double-dip recession
and is slowly rebounding, the Russian economy is weaker this year due to ongoing
geopolitical tensions with Ukraine, and Brazil
is witnessing lower vehicle volumes due to higher interest rates, inflation and negative
consumer sentiment. However, despite anticipated tepid volume-growths in these three
countries, India’s bid to enter the top-four-passenger-vehicle-markets bracket in the next
couple of years looked weak, due to lower than expected economic growth, causing only
modest gains in the country‟s automotive industry. In fact, after years of positive growth,
passenger vehicle volumes in India fell 6% in fiscal 2014 ended March. But the industry
GIHS,BBA 51
has since returned to growth through the last five months, growing by 4.5% year-over-
year, with car sales rising by over 5%.
A stable government at the centre and positive consumer sentiment has boosted this
reverse in declining trends in passenger vehicle sales in India. In the interim budget 2014-
2015, excise duty on small cars was decreased to 8% from 12%, incentivising the
purchase of vehicles. In addition, excise duty was reduced to 24% from 30% on sports
utility vehicles, 24% from 27% on large cars and 20% from 24% on mid-sized cars. The
new government has extended the contracted rates till December. Penetration of vehicles
in India is still very low at around 18 per 1,000 individuals. The country‟s economy grew
by 5.7% in the last quarter, the fastest in over two years, and with increasing disposable
incomes, vehicle sales could continue to rise.
Performance versions and motorsport
Volkswagen helped consolidate the preeminence the so-called hot hatch genre of high-
performance hatchbacks with their Golf GTI in 1975, and has produced a number of
performance versions of the Polo. The first of these was the Polo GT version of the Mark
1F.
The Mark II and IIF were available as supercharged G40 models. The GT G40 with its
1.3-litre 85 kW (114 hp) could reach 100 km/h (62 mph) in 8.1 s from standstill and had a
maximum speed of 196 km/h (122 mph). It was used by Volkswagen to set a number of
world endurance speed records, such as the 1.3-litre class records for speed over 24 hours
and speed over a distance of
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5,000 km (3,100 mi).
The fastest version of the Mark III on the United Kingdom market was the 16-valve h
74 kW (100 PS) model. A 88 kW (120 PS) Polo GTI model was also produced, but only
in a limited edition in Germany, and this was the first time the GTI label had been used
for a Polo. A GTI version of the Mark IIIF Polo, with a 92 kW (123 hp) 1.6-litre petrol
engine was also produced.
In 2004 Volkswagen Individual, a specialist division of Volkswagen, produced a limited
number of (Mark IV Polo) Club Sports with a 1.8T 132 kW (177 hp) engine. Available
only in Germany, this was based on the one-make racing series Polo Cup
Racer hatchback. The Club Sport came with a roll cage inside the vehicle
and Recaro racing seats as standard.
A GTI version of the Polo Mark IVF was launched in 2006. This features styling similar
to that of the contemporary Golf GTI and a turbocharged 20-valve 110 kW (150 bhp) 1.8-
litre petrol engine. It has a 0–100 km/h time of 8.2 s and a top speed of 216 km/h
(134 mph).Volkswagen Individual have also engineered an even faster Polo called
the Polo GTI Cup Edition. Available with the same 1.8T engine, albeit with 130 kW
(180 bhp), its claimed 0–100 km/h is 7.5 s and it has a claimed top speed of 225 km/h
(140 mph).
Volkswagen Racing in South Africa rallied a four-wheel drive Mark IVF Polo which
shared some components with its sister World Rally Championship (WRC) Škoda Fabia;
the S2000 has a 2.0 L 191 kW (256 hp) (260 bhp) engine.
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Mark IV Polos have been entered into the Junior World Rally Championship (JWRC).
The Polo also competed in the Russian Touring Car Championship.
There have been a number of one make race series for the Polo, starting with
the G40 Cup for Mark II and Mark IIF G40 versions. The current Polo Cup championship
for 78 kW (105 bhp) cars is a support race at rounds of the Deutsche Tourenwagen
Masters. Comfort line 1.2 CC engine 2014
Volkswagen Launched the new face lifted polo Engine variants:- 1.5 TDI 1.2 petrol
The 2009 Mark V Polo is developed on the newest platform PQ25, the same platform
used in the SEAT Ibiza Mark IV that was launched in 2008 and the Audi A1.
Body styles
Mark II Polo "Wagon" shape
The first Polos were hatchbacks, with the saloon being marketed as the Volkswagen
Derby.
On the arrival of the Mark II model, the saloon was renamed the Volkswagen Polo
Classic and the hatchback style was renamed as acoupé, the Volkswagen Polo Coupé.
Unusually, the Polo that was
GIHS,BBA 54
marketed as a hatchback was closer in concept to an estate. This version was the most
popular in virtually every country where the Polo was sold.
From the Mark III onwards, the range was more straightforwardly conventional,
including unambiguous saloon, hatchback and estate models.
Summary
 3-door hatchback (all versions) - the Mark II and Mark IIF were available in two
separate 3-door hatchback styles, one of which was badged as a coupé
 2-door saloon (Mark I, Mark IF, Mark II, Mark IIF)
 4-door saloon (Mark III, Mark IIIF, Mark IV, Mark IVF, Mark V)
 5-door hatchback (Mark III, Mark IIIF, Mark IV, Mark IVF, Mark V)
 5-door estate (Mark III, Mark IIIF)
 5-door crossover SUV-style (2WD) hatchback (Mark IV, Mark IVF, Mark V)
Mechanical layout .The Polo is a compact car, with a traditional transversely
mounted engine and front weel drive. Mark I Polos only came with four-
cylinder petrol engines, but for the Mark II, adiesel engine was offered for the first time,
although only in certain markets, others having to wait until the launch of the Mark III.
The current range includes a variety of three- and four-cylinder petrol and diesel
engines.Early versions used four-speed manual transmission, whilst the current car is
available with either six-speed manual or five-speed automatic transmission. The
suspension system on all models uses a fully independent MacPherson strut front
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suspension, and a Twist-beam rear suspension. Most models use disc brakes at the front
and rear drum brakes, although some recent models have all round disc brakes.
Fifth generation (Typ 6R; 2008–present)
Main article: Volkswagen Polo Mk5
Volkswagen Polo Mk5 (6R)
Volkswagen Polo pre-facelift (Australia)
Overview
Also called Volkswagen Vento
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Production 2008–present
Body and chassis
Body style 5-door hatchback
3-door hatchback
4-door sedan
Platform Volkswagen Group A05 (PQ25) platform
Related Audi A1
SEAT Ibiza Mk4
Volkswagen launched the fifth generation Polo (internal designation Typ 6R) at
the Geneva Motor Show in March 2009. For the first time in Polo's history, the car was
declared European Car of the Year, for 2010. The Polo was also declared 2010 World
Car of the Year at the New York International Auto Show in April 2010. It also
won What Car? Supermini of the Year 2010, as well as being awarded Japan Import Car
of the Year for 2010–2011.
It shares its platform with the 2008 SEAT Ibiza Mk4, and the Audi A1. Production for
the United Kingdom market started in August 2009, with first deliveries beginning in
October 2009. Official images released show the new Polo follows styling cues from the
Golf VI. The Polo Mark V is
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44 mm longer and 32 mm wider and sits 13 mm lower to the road than the previous
generation Polo. Boot capacity is increased by 10 litres to 280 litres of storage space with
952 litres with the seats folded down. The car is 7.5% lighter than its predecessor. The
Polo has thorax airbags and has been awarded a five-star Euro NCAP crash impact rating.
The Polo Mk5 is available with a wide range of petrol and diesel engines:
 1.2L straight-3 12-valve petrol, 51 kW (70 PS) and 55 kW (75 PS)
 1.2L turbocharged straight-4 8-valve petrol, 66 kW (90 PS) and 77 kW (105 PS)
 1.4L straight-4 16-valve petrol, 63 kW (85 PS)
 1.4L turbocharged straight-4 16-valve petrol, 100 kW (140 PS)
 1.4L twinczharger straight-4 16-valve petrol, 130 kW (180 PS)
 1.6L straight-4 16-valve petrol, 77 kW (105 PS)
 1.2L turbocharged straight-3 12-valve diesel, 55 kW (75 PS)
 1.6L turbocharged straight-4 16-valve diesel, 66 kW (90 PS) and 77 kW (105 PS)
The Volkswagen Vento is a subcompact car produced by Volkswagen India, the
subsidiary of the German manufacturerVolkswagen, since 2010. It is essentially a three-
box Volkswagen Polo with a stretched wheelbase and has been developed especially for
some markets. It is sold in India, Malaysia, Thailand, South Africa, Russia, and Mexico.
The car is sold under the Vento name in India and Mexico. In Malaysia, Thailand, South
Africa and Russia it is sold as the Volkswagen Polo Sedan. The word Vento means 'wind'
in both Italian and Portuguese.
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Overview
Technically, the car is based on a stretched version of the Volkswagen Polo. The extra
wheelbase offers more rear legroom than the hatchback, 50mm additional wheelbase and
500-liters of boot space, something that is hugely appreciated by the customers. VW
offers a choice of two engine options inside India and Mexico; a 1.6 litre petrol engine
mated to a five-speed manual or a six-speed automatic gearbox and a 1.6 litre diesel
engine mated only to a five-speed manual gearbox in the Indian market. Other countries
use 1.4L naturally aspirated petrol engine or 1.2TSI engine like his brother the hatchback
polo.
The car in India is available in three trim levels: the Trendline, Comfortline and Highline,
with the Petrol Highline also having the automatic option. Among the three variants, the
Trendline is a bare-basic trim level, forming an entry point for the vehicle. The
Comfortline gets a CD-MP3 music system, body-coloured door mirrors and handles and
fog lamps among other features. The Highline features an Integrated USB music system,
steering-mounted audio controls, leather upholstery, ABS, front airbags, a multi-function
display, 15" alloy wheels and other standard features.
The Volkswagen Vento Petrol variant offers a fuel efficiency of 11.5 Kmpl in City and
about 15.8 Kmpl on Highway. Volkswagen Vento diesel variant of the car gives a
mileage of about 14 Kmpl in the city and nearly 16 Kmpl on the highways.
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VW recently introduced a new special edition version "Breeze" on the Trendline,
featuring new, nifty features and added accessories. Besides the "Breeze', Volkswagen
India, in collaboration with the IPL authorities, annually offers a special IPL edition at a
slight premium.In November 2011, Škoda, a subsidiary of Volkswagen, introduced
the Rapid, a car that is basically a re-badged Vento.In April 2012, the car is sold in
Malaysia under the name "Polo Sedan". The car is also manufactured and sold in Russia
and Thailand as "Volkswagen Polo Sedan" with only the petrol engine available.As of
late 2013, the Vento manufactured in India is being offered in the Mexican market, both
with gasoline and diesel engines. Gasoline powered cars have the choice of manual or
automatic transmissions; diesel is sold as a manual only. Trim levels are called Style,
Active and Highline.Since 2014, Polo introduced in Taiwan market will switch from
European models(hatch back only) to India models,Both hatch back and sedan(rebadged
as Polo Sedan) introduced, all with 1.6MPI petrol engine and 6 speed tiptronic
powertrain, price also lowered for 2014 models, looking forward to compete with locally
made economy cars.
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The Vento is available with a choice of petrol (manual or automatic transmission)
and diesel.
Mexican Market
Volkswagen Vento 2014 Active Trim Level, Sold in Mexico and Manufactured by
Volkswagen India
The Volkswagen Vento was introduced in the Mexican Market like a 2014 model
Manufactured by Volkswagen India.
VW offers a choice of two engine options; a 1.6 litre naturally aspirated petrol engine
mated to a five-speed manual or a six-speed automatic gearbox and a 1.6 litre diesel
engine mated only to a five-speed manual gearbox (TDI).
The entry version is called Style and is available with 5-speed manual transmission or
automatic 6-Speed Tiptronic. Series equipment will feature alarm with remote trunk
opening, seat belts 3 point
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both front and back, single front headlamps, three read dome lights, center rear brake
light, driver and passenger airbags, ABS brakes, air conditioning, power locks, 4-electric
windows only front
windows driver side control, armrest, four speakers and aluminum wheels 15" matched
with 185/60R15 tyres, front disc brakes and rear drum brake, automatic version adds trip
computer.
The second version called Active. Regarding Style adds Bluetooth telephone connection,
a CD stereo with iPod compatible USB port, SD card and handsfree.
The top of the line, for now, is limited to the Highline version, with respect to Active,
added automatic climate (climatronic), electric mirrors, electric windows with automatic
up/down and full driver side control, chrome inserts on the dashboard, gear shift lever,
steering wheel and speed brake handles and lined in leather, finally with fog lights.
The Vento in the Mexican market has developed a high rate of sales, leaving behind the
Classico (MK4 Jetta redesigned) and MK6 Jetta, both produced in Mexico, while the
Vento is a car produced in India. The Vento is likely to be produced in Mexico a few
years from now. The main rivals in mexican market are the Chevrolet Aveo, Nissan
Versa and Nissan Tiida, all of them are in the top 10 best selling cars in Mexico .
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Objectives of the Study
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OBJECTIVES OF THE STUDY
 To study the methods used in training the employees
 To study whether the quality of training and satisfaction of respondents related.
 To study whether the employees are satisfied with their current training methods.
 To collect and analyze the views of the participants and superior on the training.
 To study the effectiveness of training and development programme at Volkswagen

lucknow
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Research
Methodology
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RESEARCH METHODOLOGY
Type of research Descriptive research.
Sampling technique Non probability sampling.
Sample Universe Volkswagen, India
Sample Area Volkswagen, Lucknow.
Sample Unit Employees of Volkswagen
Sampling size 45 Employees of Volkswagen, Lucknow.
Sample Technique Random Sample Technique
Instrumentation technique Interview, questionnaire
Sources of data collection Primary data was collected by conducting Interview and secondary
data was collected from magazines, books, and internet.
Software used for data MS excel
analysis
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It is a survey method. The questionnaire and interview schedule, personal interview will be relied
upon for gathering primary data. An aggregate of 45 respondents from various Participants
responded to the questionnaire.
DATA COLLECTION SOURCE: Two methods have been used to collect the relevant
data, which are essential for the study, they are:
Primary Data: data is collected to obtain desired information through structured
questionnaire.
Secondary Data: it is compiled through books, magazines, newspapers and internet
etc…
STATISTICAL TOOLS TO BE USED: A structured questionnaires is used to collect
the data and data will be analyzed with the help of percentage table, respective graph,
bar graph and pie charts.
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Use and Importance
of the study
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Importance
• Optimum Utilization of Human Resources – Training and Development helps
in optimizing the utilization of human resource that further helps the employee to achieve
the organizational goals as well as their individual goals.
• Development of Human Resources – Training and Development helps to
provide an opportunity and broad structure for the development of human resources‟
technical and behavioral skills in an organization. It also helps the employees in attaining
personal growth.
• Development of skills of employees – Training and Development helps in
increasing the job knowledge and skills of employees at each level. It helps to expand the
horizons of 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
• 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.
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• Quality – Training and Development helps in improving upon the quality of
work and work-life.
• 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.
• Training and Development aids in organizational development i.e. Organization
gets more effective decision making and problem
solving. It helps in understanding and carrying out organizational policies.
• Training and Development helps in developing leadership skills, motivation,
loyalty, better attitudes, and other aspects that successful workers and managers usually
display.
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Data Analysis
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DATA ANALYSIS
1. Opinion about the regular assessment of training needs at the company.
Opinion No. Of Respondents Percentage Of

Respondents
Yes 32 72
No 13 29
Total 45 100
1. Opinion about the regular assessment of training needs at the company

2.
120
100
80
60 Percentage Of Respondents
40
20
0
Yes No Total
Interpretation
From the table 72% of respondents agreed that training needs are assessed
regularly at Volkswagen and Services. While 28 % respondents are of the opinion that
training needs aren’t assessed properly.
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2. Opinion about training process as a learning experience.

Respondents
Very Good 5 11
Good 20 44
Satisfactory 13 29
Bad 5 11
Very Bad 2 4
Total 45 100
Opinion about the regular assessment of training needs at the company.
120
100
80
60
40 Percentage
Of
Responde…
20
0
Very Good Good Satisfactory Bad Very Bad Total
Interpretations:
From table we can see that 11% of respondents say that training process as a
learning experience is very good at Volkswagen and Services. While 44% are of the
opinion it is Good and 29 percent are just satisfied with the training process as far as the
learning experience is concerned. 11% percent rated training process as very bad and just
4% stated training as very bad.
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3. Opinion about the performance of trainer/guest faculty/instructor.

Respondents
Very Good 5 11
Good 21 47
Satisfactory 12 27
Bad 5 11
Very Bad 2 4
Total 45 100
Opinion about the performance of trainer/guest faculty/instructor.

120
100
80
60
40
Percentage Of
Respondents
20
0
Very Good Good Satisfactory Bad Very Bad Total
Interpretation:
From the table, we can see that 11% percent of the respondents are of the opinion
that performance of trainer/guest faculty/instructor is very good. 47% said its good and
27% find the performance of trainer satisfactory. And 11% voted it as bad and 4% voted
it as very bad.
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4. Achievement of learning objective from training program.
Opinion No. Of Respondents Percentage Of Respondents
Yes 31 69
Partially 8 18
No 1 2
Can't say 5 11
Total 45 100
Achievement of learning objective from training program
120
100
80
60
Percentage Of…
40
20
0
Yes Partially No Can't say Total
Interpretation:
69% percent of the respondents claim that they have achieved the learning
objective from the training program. 18% respondents were of the opinion that they
achieved the learning objective partially. 2% percentcouldn‟t achieve the training
objective and 11 percent of respondents refused to answer.
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5. Relevancy of training program with the job
Answer No. Of Respondents Percentage Of Respondents
Very Good 5 11
Good 29 64
Satisfactory 8 18
Bad 3 7
Very Bad 0 0
Total 45 100
Relevancy of training program with the job
120
100
80
60
40
20
0
Very Good Good Satisfactory Bad Total
Interpretation:
From table and figure can observe that 11percent of respondents reveal that the
training provided is very much relevant to the job while majority ie 64% revealed that it
is good and 18 percent revealed that its satisfactory. And 7% voted it as irrelevant. The
above diLucknowm shows the opinion of employees about the relevancy of training
process to the job.
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6. There is well designed and widely shared training policy in the company
Opinion No. Of Respondents Percentage of Respondents
Very Good 6 13
Good 12 27
Satisfactory 20 44
Bad 5 11
Very Bad 2 4
Total 45 100
There is well designed and widely shared training policy in the company
70
Satisfactory
60
50
40
30
Good
20
Very Good
10 Bad
Very Bad
0
Very Good Good Satisfactory Bad Very Bad
Interpretation:
From table and figure we can see that 13% percent of the respondents reveal that
the company‟s training policy is designed very good. 27% said its good and 44% said its
satisfactory. 11% percent rated it as bad and Rest 4% reveal that they are very dissatisfied
with company‟s training policy.
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7. Opinion about the content and methodology used in the training program.
Answer No. Of Respondents Percentage of Respondents
Very Good 3 7
Good 20 44
Satisfactory 15 33
Bad 5 11
Very Bad 2 4
Total 45 100
Opinion about the content and methodology used in the training program
50
Good
45
40
35 Satisfactory
30
25
Good
20
Satisfactory
15 Bad
10 Very Good
Bad Very Bad
Very Good
5 Very Bad
0
Interpretation:
7 percent of the respondents revealed that the content and methodology used in
the training program is very good. 44 percent were of the opinion that it was good. 33
percent responded that training methodology and content was satisfactory. 11% said its
bad and 4% said its really very bad.
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8. Usefulness of training materials.

Respondents
Very Good 6 13.
Good 21 47
Satisfactory 15 33
Bad 3 7
Very Bad 0 0
Total 45 100
.
Opinion about Usefulness of training materials.
50 Good , 47
45
40
35 Satisfactory, 33
30
25
Good , 21
20
Satisfactory, 15
15 Very Good, 13
10 Very Good, 6 Bad , 7

5 Bad , 3
Very Bad, 0
0
Interpretation:
From table and figure we can see that 13 percent of the respondents revealed that
training materials were really useful, 47% stated it as good and 33 percent respondents
found training material satisfactory. Only 6 percent respondents declared training
materials to be bad.
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9. Opinion about the use of audio-visual aids

Respondents
Very Good 3 7
Good 6 13
Satisfactory 24 53
Bad 12 27
Very Bad 0 0
Total 45 100
Opinion about the use of audio-visual aids
30
Bad , 26.67
Satisfactory, 24
25
20
15 Good , 13.33
Bad , 12
10
Very Good, 6.67
Good , 6 Satisfactory, 5.33
5 Very Good, 3
Very Bad, 0
0
Interpretation:
From the above table and figure we can observe that 53% of respondent are
satisfied with the use of audio-visual aids. 13% were stated the use of audio-visual aids to
be good and 7% percent declared it very good. 27 percent of respondents declared the use
of audio-visual aids to be bad.
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10.Opinion about the practical sessions in the training program.
Very Good 4 9
Good 10 22
Satisfactory 28 62
Bad 2 4
Very Bad 1 2
Total 45 100
Opinion about the practical sessions in the training program.
70
Satisfactory
60
50
40
30
Good
20
Very Good
10 Bad
Very Bad
0
Interpretation:
From the above give table and figure we can observe that 9% and 22%
respondents responded that practical sessions are very good and good respectively. 62%
of respondent are satisfied with the practical sessions conducted in the training process.
4% and 2% respondents stated practical sessions of training process at Volkswagen and
services is bad and very bad respectively.
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11.Opinion about the working environment

Respondents
Strongly satisfied 3 6
Satisfied 24 54
Dissatisfied 18 40
Strongly dissatisfied 0 0
Total 45 100
Opinion about the working environment

120
100
80
60
40
20
0
Strongly satisfied Satisfied Dissatisfied Total
.Interpretation:
From the above table and figure we can observe that 54% respondents are
satisfied about the working environment provided with training and 6% were strongly
satisfied. We can also observe that 40 percent of respondents are dissatisfied about the
working environment. None were strongly dissatisfied about the working environment of
training process conducted at Volkswagen and services
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12. Opinion about the time duration given for the training period.

Respondents
Sufficient 12 27
Good 24 53
Fair 8 18
Poor 1 2
Very poor 0 0
Total 45 100
Opinion about the time duration given for the training period.
120
100
80
60
40
20
0
Sufficient Good Fair Poor Total
Interpretation:
The above table and figure clearly shows that 27 percent of respondents are
satisfied with the time given for training. While 53 respondents explained the time
allotment as good. 18 found the time allotment to be fair and 2% respondent revealed that
they aren‟t satisfied with the time given for training and voted bad.
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13. Opinion about the preferences given to the participants’ suggestions.
Answer No. Of Respondents Percentage Of

Respondents
Excellent 6 13
Good 22 48
Fair 11 24
Poor 3 7
Very Poor 3 7
Total 45 100
Opinion about the preferences given to the participants’ suggestions.
120
100
80
60
Percentage…
40
20
0
Excellent Good Fair Poor Very Poor Total
Interpretation:
The above table and figure shows that 13% respondents said that the participants
suggestions are really taken into account. 48% respondents found that preferences given
to participants suggestion to be good, 24% opinioned it to be fair [average] but 7%
declared the acceptance of participant‟s suggestion as poor another 7% said its very poor.
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14. Opinion about the motivation given to the participants.

Respondents
Strongly agree 1 2
Somewhat agree 24 52
Disagree 18 40
Strongly disagree 3 6
Total 45 100
Opinion about the motivation given to the participants.

120
100
100
80
60 52
40
40
20
6
2
0
Strongly agree Somewhat agree Disagree Strongly disagrree Total
Percentage Of Respondents
Interpretation:
From the table and figure we can observe that 52 percent respondents somewhat
agree they have given with motivation to participate in the training process. 40%
respondents disagreed with this , 6 % respondents strongly disagreed and 2% respondents
strongly agree.
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15.Are employees permitted times off from work to attend training

Respondents
Yes, with 0 0
pay
Yes, without 0 0
pay
No 27 60
No, such 18 40
thing
Total 45 100
Are employees permitted times off from work to attend training?
120
100
80
60
40
20
0
1 2 3
Interpretation:
We can observe that, from table and figure, 60 percent of respondents answered
no when asked if they are permitted time offs from work to attend training. And 40%
respondents said they aren’t aware of any such thing.
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16.Does training process affect normal working hours?

Respondents
Yes 9 20
No 30 66
Can't say 6 14
Total 45 100
Does training process affect normal working hours?
120
100
80
60
40
20
0
Yes No Can't say Total
Interpretation:
From table and figure we can see that 20%,ie majority, of respondents are of the
opinion that training process affect the normal working hours of Volkswagen and
services. 66% respondents don’t think working hours are affected. And 14% respondents
refused to answer.
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17.Do you think employees apply the new concepts taught at the training
program in their job?

Respondents
Yes 9 20
Somewhat 24 53
No 0 0
Can't say 12 27
Total 45 100
Do you think employees apply the new concepts taught at the training program in
their job?
120
100
80
60
Series1
40
20
0
Yes Somewhat Can't say Total
Interpretation:
From table and figure we can observe that 53% respondents think employees
somewhat apply their newly learned skills. While 20 % respondents confidently stated
employees apply their new skills. 27% respondents choose not to say.
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18.Opinion about overall quality of the training program
Very Good 14 31
Good 23 52
Poor 7 15
Very Poor 1 2
Total 45 100
Opinion aboutoverall quality of the training program
120
100
80
60
40
20
0
Very Good Good Poor Very Poor Total
Interpretation:
From table and figure we can observe that 31% employees said the quality of
training program is very good and 52% said it‟s good. 15 and 2 percent respondents rated
quality as poor and very poor respectively.
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19.Have your personal goals been benefiting out of training?
Opinion No. Of Respondents Percentage Of Respondents
Yes 1 2
Somewhat 9 20
No 11 25
Can't say 24 53
Total 45 100
Have your personal goals been benefiting out of training?
120
100
80
60
40
20
0
Yes Somewhat No Can't say Total
Interpretation:
25% respondents said no when asked if their personal goals have been benefiting
out of company training. 20% said they somewhat achieve their personal goals through
training. 2% percent said they certainly benefit from training. And 53% choose not to
answer.
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20. Opinion about the satisfaction of the training program conducted as per the
schedule.

Respondents
Strongly satisfied 15 33
satisfied 19 42
Dissatisfied 7 16
Strongly Dissatisfied 4 9
Total 45 100
Opinion about the satisfaction of the training program conducted as per the
schedule.
120
100
80
60
40
20
0
Strongly satisfied satisfied Dissatisfied Strongly Total
Dissatisfiedee
Interpretation:
From the table and figure we can see that 33% respondents are strongly satisfied
with the training program conducted as per the schedule. 42% respondents are satisfied.
16% respondents are dissatisfied with the training program while 9% respondents are
strongly dissatisfied.
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Findings
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FINDINGS
Though by and large, substantial number of employees are content with the way the
training is conducted, still there is a scope to analyze at micro level whether the negatives
respondents were either non attentive confronted confused or otherwise. Based up on the
data there is a scope to take corrective action.
Majority of the employees who have attended the training program were well
educated. Their level of education was from diploma holders to engineering
graduates
Majority of the employees stated that they were informed about the purpose of
training, its intended results and significance of training. This reflects that the
management was keenly interested in achieving the objective for which the
training programs were conducted.
As far as the infrastructure facilities are concerned, majority of employees have
stated that the learning atmosphere was quite all right and the facilities provided
during the process of training were adequate and conductive to learning.
Majority of the employees have expresses satisfactory opinion about the training
faculty and their ability to train but a few numbers of the respondents were neither
satisfied with the way in which the training programs were conducted by the
trainer /faculty.
With regards to the enhancement of skills and knowledge of the employee who
have attended the training program, eighty percent of them have cited there was
GIHS,BBA 93
an enhancement in their knowledge and skills compared to the other employees
who have not attended the training program. The skill and knowledge learned
through training were helpful to them in exercising on the job.
Only a few members of the respondents have the opinion of significance of
training in developing the personality of the individual. This shows that the
training programs conducted were related only with their job but not concerned
with the personal development of the employees.
Te training expectations of the respondents were found to be moderate. It could be
observed from these facts that the employee’s expectations were not completely
fulfilled trough training
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Suggestion
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RECOMMENDATIONS
In today‟s competitive world attitude is the factor which is the dividing line
between failure and success. Thus recruitment of the employees must be made not
only on skills and attitude but also the attitude of the employee. If an employee
has a positive attitude then training for him can be more effective, he has a
positive effect on the climate.
The training needs should be assessed regularly by observing the performance of
employees and also from feedback.
The training records must be maintained, preserved properly and updated timely.
Proper care should be taken while selecting the trainers.
Trainers must be given continuous feedback and the training should be performed
as a continuous planned activity.
New and different trainers should be invited so that the maximum impact can be
got from the training programmes.
Co –ordination and interaction of the employees of all levels must be encouraged
to locate new talents among employees. Individual care should be given as much
as possible in case of practical sessions
GIHS,BBA 96
Try to consider the personal goals of participants also when designing the training
module. By which the interest and satisfaction of participants can be increased.
Try to use more visual and audio aids to make trainings more interactive and
active.
GIHS,BBA 97
Conclusion
GIHS,BBA 98
CONCLUSION
Analysis of all the facts & figures, the observations and the experience during the training
period gives a very positive conclusion/ impression regarding the training imparted by the
Volkswagen and Services trainers. The Volkswagen and Services is performing its role
up to the mark and the trainees enjoy the training imparted especially the practical
sessions and simulations.
The training imparted meets the objectives like:
o Effectiveness of the training and its resultant in the performance of the
employees.
o Assists the employees to acquire skills, knowledge and attitude and also enhance
the same.
o Helps to motivate employees and helps in avoiding mistakes.
It becomes quite clear that there is no other alternative or short cut to the development of
human resources. Training when used in a planned and purposeful manner can be an
extremely effective management tool as they increase the knowledge and skills of
workers and thereby increasing the productivity and wealth of the organization.
GIHS,BBA 99
Limitation of the Study
GIHS,BBA 100
LIMITATIONS OF THE STUDY
The employees of the Volkswagen and services found it difficult to answer

questions properly due to their busy and heavy workload.
Some were reluctant to answer some question thinking that might affect their job
negatively.
The primary collection of data was time consuming, as the employees were busy.
Sample size was small of total population.
The total time allowed by company to do the project.
Being a very lengthy and complex process it is difficult to analyze the details of
training and process.
The working personals are not proffered to give complete information
GIHS,BBA 101
Bibliography
GIHS,BBA 102
BIBLIOGRAPHY
Book
 Baldwin, T. and J. Ford. (1988). “Transfer of Training: A Review and
Directions for Future Research.” Personnel Psychology, 41, 63-105.
 Bandura, A. (1997). (1997). Self-efficacy: The Exercise of Control. New
York: W.H. Freeman
 Bhatti, M. and Kaur, S. (2009). “The Role of Individual and Training Design
Factors on Training Transfer.” Journal of European Industrial Training. 34 (7),
656-672.
 Birren, F. (1961). Color Psychology and Color Therapy: A Factual Study On The
Influence Of Color On Human Life. New Hyde Park: New York: University
Books.
 Blume, B., Ford, J., Baldwin, and T., Huang, J. (2010). “Transfer of Training: A
Meta-Analytic Review.” Journal of Management. 36, (4), 1065-1105.
GIHS,BBA 103
QUESTIONNAIRE
GIHS,BBA 104
QUESTIONNAIRE
Name:
Designation:
Experience:
a) 0-2 years b) 3-5 years c) 5-10 years d) 10 – above years
1. Have you attended any training program so far?

a) Yes (b) No
2. How many training programs have you attended so far?

a) 0-2 (b) 3-5 (c) 6-7 (d) 8- above
3. What type of training is given in the concern?

a) On-the-Job (b) Off-the-Job
4. What is the duration of training period?

a) One week (b) One month (c) 3 months d) More
5. Do you feel the given training is sufficient?

a) Yes (b) No
6. The training programs help employees to improve their?

a) Technical Skills (b) Interpersonal Skills (c) Both (d) None
7. Do you think the knowledge and skills obtained from the training programs directly
apply to your job?
a) To full extent (b) To some extent (c) Not suitable
8. To what extent training programs contribute to the concern’s goals and employees‟
individual goals?
a) To full extent (b) To some extent (c) Not suitable
9. How would you rate the training infrastructure facility provide in the organization?
a) Very Good (b) Good (c) Average (d) poor
10. Which method of training is preferred well?

a) On-the-Job (b) off-the-Job
GIHS,BBA 105
11. Do you convey your need for training to your Supervisors?

a) Yes (b) No
12. How do you rate the trainers conducting training program for your organization?
a) Very Good (b) Good (c) Average (d) poor
13. Do you accept job satisfaction has increased due to training activities?
a) Yes (b) No
14. When do you get information regarding training program schedule?

a) Well in advance (b) Previous day (c) On the day of program (d) Never
15. Have you observed any changes in your work after the training program?
a) Yes (b) No
16. Are you paid any stipends during the training program?
a) Yes (b) No
17. What are the problems faced during training programs?
18. Do you have any formal feedback session after training program?
a) Yes (b) No
19. How is your performance after training measured?

a) In Qualitative terms (b) In Quantitative terms
20. What changes would you like to suggest for improvement in the training program?
Thank You! 
GIHS,BBA 106

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Goel Institute Of

"A Study on Training and Development

SUBMITTED IN PARTIAL FULFILLMENT OF REQUIRMENT FOR THE

UNDER THE GUIDANCE OF: SUBMITTED BY

sincere thanks to all of them.

for their support in completing the project.

I would like to express my gratitude towards my parents & member of Volkswagen,

such attention and time.

My thanks and appreciations also go to my colleague in developing the project and

people who have willingly helped me out with their abilities."

BBA is a stepping-stone to the management carrier and to develop good manager. It is

manager that‟s why practical knowledge is needed.

managers in the very beginning.

on the topic is “A Study on Training and Development System at Volkswagen

formed by me which was filled by Employees.

Certificate (Department, Organization) ii

2 Company Profile (Brief history of Organization) 34

6 Use and Importance of the study 68

important is the practice of employee training and development.

organization. As a matter of fact, human resource development has been identified as an

professionals at various levels of management, the company also undertakes several

computer training, various courses, sponsorships of staff for studies at professional

for continuous self-improvement and learning.

Training and Development

of knowledge or skills to improve in their current jobs. Development is a broad, ongoing

multi-faceted set of activities (training activities among them) to bring someone or an

organization up to another threshold of performance, often to perform some job or new

role in the future.

Training and Development Goals

personal and organizational objectives identified through the strategic planning

minimum standard, take account of the following:

 The strategic objectives of the company

 Equal Opportunities Policy

 Requirements for core competencies

 Continuing personal and professional development

 Requirements for professional and vocational qualifications in further

 Requirements for professional, vocational and workplace updating

 Requirements for organizational change

 The operational objectives of the schools / faculties / departments /

 Operational performance requirements

 Personal performance requirements

 Team performance requirements

 Self assessment and action planning

Types Of Training And Development Support

The following facilities should be provided to the staff:

 All employees shall have access to the staff development program.

conferences to develop their professional expertise relevant to the

fulfillment of the requirements of their job. The induction procedures

 The agreed Appraisal Scheme shall be applied equally to all

 All employees shall be given opportunities to attend meetings to the

course development meetings.

 Managers shall endeavor to arrange such meetings at times, which are

mutually convenient to all employees..

 There should be clear procedures whereby employees may apply for

the acceptance or rejection of their applications

 All employees shall be encouraged to learn regularly and rigorously

from their workplace activities and share their learning experiences

and outcomes with their peers.

 Mentoring of new, existing employees and job changers is recognized

as a valuable means of achieving shared workplace experience and

promoting excellence in the workplace.

 The implementation of these guidelines should seek to encourage an

organizational culture in which learning thrives.

 Both sides recognize that high quality and appropriate training