A PROJECT REPORT ON Study on Training and Development Program

AT

Minda Industries Limited Rudrapur

In the Submitted in Partial fulfillment of degree of

Master Of Business Administration (MBA) Program: 2010-12 Of Uttrakhand Technical University, Dehradoon
SUPERVISOR Vivak D. Singh Faculty of Management Deptt SUBMITTED BY Nitesh Kharkwal MBA-3rd Semester Roll no. 1029050043

Saraswati Institute of management & Technology, Rudrapur

Certificate
This is to certify that Ms- Nitesh Kharkwal, a regular student of MBA 2009 Batch has undergone Summer Training in HINDUSTAN AERONOTICS LIMITED ( MINDA INDUSTRIES LIMITED) at RUDRAPUR on the topic of STUDY ON TRAINING AND DEVELOPMENT PROCESS AT HINDUSTAN AERONOTICS LIMITED for a period of six weeks commencing from10 june date 24 july.to date. This Summer Training Project Report embodies the facts and figures collected and interpreted by her during the course of Training. ( NIKETA AGRAWAL ) Faculty Guide

(Anant Kumar Srivastava) Head - MBA

(Prof. S. P. Gupta) Director General

ACKNOWLEDGEMENT
I take the opportunity to express my gratitude to all the concerned people who have directly or indirectly contributed towards completion of this project. I extend my sincere gratitude towards MINDA INDUSTRIES LIMITED for providing the opportunity and resources to work on this project.I am extremely grateful to Director General Prof. Mohd Ali, Head of Department(HOD) Mrs. Puja Johari and my Project Guide Mr. Vivak D. Singh faculty of management department, SIMT, Rudrapur whose insight encouraged me to go beyond the scope of the project and this broadened me learning on this project. I also want to show my gratitude to Mr. Mohit Kumar ,HR manager of TRAINING AND DEVELOPMENT SECTION whose insight helped me to complete this project.

Nitesh Kharkwal

DECLARATION
I Nitesh Kharkwal student of Saraswati Institute of Management & Technology, Rudrapur hereby declare that the project titled Study of Training and Development Program at MINDA INDUSTRIES LIMITED is my original as all the information, facts and figure in this report is based on my own training experience and study during my summer training procedure.

( Nitesh Kharkwal)

CONTENTS LIST

CHAPTER-1 INTRODUCTION OF TOPIC OBJECTIVE OF STUDY SCOPE OF STUDY RESEARCH METHODOLOGY LIMITATION OF THE REPORT CHAPTER-2 COMPANY PROFILE CHAPTER-3 FINDING CHAPTER-4 DATA ANALYSIS AND INTERPRETATION

CHAPTER-5 CONCLUSION CHAPTER-6 SUGGESTION AND RECOMMENDATION CHAPTER-7 ANNEXURE (QUESTIONAIRE) BIBLOGRAPHY

EXECUTIVE SUMMARY
Every organization needs to have well trained and experienced people to perform the activities that have to be done. If current or potential job occupants can meet this requirement, training is not important. When this not the case, it is necessary to raise the skill levels and increase the versatility and adaptability of employees. It is being increasing common for individual to change careers several times during their working lives. The probability of any young person learning a job today and having those skills go basically unchanged during the forty or so years if his career is extremely unlikely, may be even impossible. In a rapid changing society employee training is not only an activity that is desirable but also an activity that an organization must commit resources to if it is to maintain a viable and knowledgeable work force. The entire project talks about the training and development. Here we have discussed what would be the input of training if we ever go for and how can it be good to any organization in reaping the benefits from the money invested in terms like (ROI) i.e. return on investment. What are the ways we can identify the training need of any employee and how to know what kind of training he can go for? Training being covered in different aspect likes integrating it with organizational culture. The best and latest available trends in training method, the benefits which we can derive out of it. How the evaluation should be done and how effective is the training all together. Some of the companies practicing training in unique manner a lesson for other to follow as to how to train and retain the best resource in the world to reap the best out of it.

INTRODUCTION OF THE TOPIC

TRAINING AND DEVELOPMENT

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

Traditional Approach Most of the organizations before never used to believe in

training. They were holding the traditional view that managers are born and not made. There were also some views that training is a very costly affair and not worth. Organizations used to believe more in executive pinching. But now the scenario seems to be changing. The modern approach- This approach of training and development is that Indian Organizations have realized the importance of corporate training. Training is now considered as more of retention tool than a cost. The training system in Indian Industry has been changed to create a smarter workforce and yield the best results. TRAINING DEFINED It is a learning process that involves the acquisition of knowledge, sharpening of skills, concepts, rules, or changing of attitudes and behaviours to enhance the performance of employees. Training is activity leading to skilled behavior Its not what you want in life, but its knowing how to reach it

 Its not where you want to go, but its knowing how to get there Its not how high you want to rise, but its knowing how to take off It may not be quite the outcome you were aiming for, but it will be an outcome Its not what you dream of doing, but its having the knowledge to do it It's not a set of goals, but its more like a vision Its not the goal you set, but its what you need to achieve it Training is about knowing where you stand (no matter how good or bad the current situation looks) at present, and where you will be after some point of time. Training is about the acquisition of knowledge, skills, and abilities (KSA) through professional development.

Importance of Training and Development 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. 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.

TRAINING AND DEVELOPMENT OBJECTIVES

The principal objective of training and development division is to make sure the availability of a skilled and willing workforce to an organization. In addition to that, there are four other objectives: Individual, Organizational, Functional, and Societal. Individual Objectives help employees in achieving their personal goals, which in turn, enhances the individual contribution to an organization. Organizational Objectives assist the organization with its primary objective by bringing individual effectiveness. Functional Objectives maintain the departments contribution at a level suitable to the organizations needs. Societal Objectives ensure that an organization is ethically and socially responsible to the needs and cMinda Industries Limitedlenges of the society.

Importance of Training Objectives Training objective is one of the most important parts of training program. While some people think of training objective as a waste of valuable time. The counterargument here is that resources are always limited and the training objectives actually lead the design of training. It provides the clear guidelines and develops the training program in less time because objectives focus specifically on needs. It helps in adhering to a plan. Training objectives tell the trainee that what is expected out of him at the end of the training program. Training objectives are of great significance from a number of stakeholder perspectives. 1. Trainer 2. Trainee 3. Designer 4. Evaluator Trainer The training objective is also beneficial to trainer because it helps the trainer to measure the progress of trainees and make the required adjustments. Also, trainer comes in a position to establish a relationship between objectives and particular segments of training. Trainee The training objective is beneficial to the trainee because it helps in reducing the anxiety of the trainee up to some extent. Not knowing anything or going to a place which is unknown creates anxiety that can negatively affect learning. Therefore, it is important to keep the participants aware of the happenings, rather than keeping it surprise. Secondly, it helps in increase in concentration, which is the crucial factor to make the training successful. The objectives create an image of the training program in trainees mind that actually helps in gaining attention. Thirdly, if the goal is set to be cMinda Industries

Limitedlenging and motivating, then the likelihood of achieving those goals is much higher than the situation in which no goal is Set. Therefore, training objectives helps in increasing the probability that the participants will be successful in training. Designer The training objective is beneficial to the training designer because if the designer is aware what is to be achieved in the end then hell buy the training package according to that only. The training designer would then look for the training methods, training equipments, and training content accordingly to achieve those objectives. Furthermore, planning always helps in dealing effectively in an unexpected situation. Consider an example; the objective of one training program is to deal effectively with customers to increase the sales. Since the objective is known, the designer will design a training program that will include ways to improve the interpersonal skills, such as verbal and non verbal language, dealing in unexpected situation i.e. when there is a defect in a product or when a customer is angry. Therefore, without any guidance, the training may not be designed appropriately. Evaluator It becomes easy for the training evaluator to measure the progress of the trainees because the objectives define the expected performance of trainees. Training objective is an important to tool to judge the performance of participants.

Training and Human Resource Management The HR functioning is changing with time and with this change, the relationship between the training function and other management activity is also changing. The training and development activities are now equally important with that of other HR functions. Gone are

the days, when training was considered to be futile, waste of time, resources, and money. Now-a-days, training is an investment because the departments such as, marketing & sales, HR, production, finance, etc depends on training for its survival. If training is not considered as a priority or not seen as a vital part in the organization, then it is difficult to accept that such a company has effectively carried out HRM. Training actually provides the opportunity to raise the profile development activities in the organization. To increase the commitment level of employees and growth in quality movement (concepts of HRM), senior management team is now increasing the role of training. Such concepts of HRM require careful planning as well as greater emphasis on employee development and long term education. Training is now the important tool of Human Resource Management to control the attrition rate because it helps in motivating employees, achieving their professional and personal goals, increasing the level of job satisfaction, etc. As a result training is given on a variety of skill development and covers a multitude of courses. Role of HRD Professionals in Training This is the era of cut-throat competition and with this changing scenario of business; the role of HR professionals in training has been widened. HR role now is: 1. Active involvement in employee education 2. Rewards for improvement in performance 3. Rewards to be associated with self esteem and self worth 4. Providing pre-employment market oriented skill development education and post employment support for advanced education and training 5. Flexible access i.e. anytime, anywhere training.

DIFFERENCE BETWEEN TRAINING AND DEVELOPMENT: Training and development go hand in hand and are often used synonymously but there is a difference between them. Training is the process of learning a sequence of programmed behavior. It is an application of knowledge. It gives people an awareness of the rules and procedures to guide their behavior. It intends to improve their performance on the current job and prepares them for an intended job. Development is a related process. It covers not only those activities, which improve job performance, but also those, which bring about growth of the personality. It helps individual in the progress towards maturity and actualization of potential capabilities so that they can become not only good employees but better human beings.

LEARNING AND TRAINING Irrespective of the type or method of training, a trainer has to keep in mind some of the principles of learning or motivation, which would enhance internationalization of what is taught. PRINCIPLES OF TRAINING

MOTIVATION

Learning is enhanced when the learner is motivated. Learning experience must be designed so learners can see how it will help in achieving the goals of the organization. Effectiveness of training depends on motivation. FEEDBACK Training requires feedback. It is required so the trainee can correct his mistakes. Only getting information about how he is doing to achieve goals, he can correct the deviations. REINFORCEMENT The principle of reinforcement tells the behaviors that are positively reinforced are encouraged and sustained. It increases the likelihood that a learned behavior well be repeated.

PRACTICE Practice increases a trainees performance. When the trainees practice actually, they gain confidence and are less likely to make errors or to forget what they have learned. INDIVIDUAL DIFFERENCES Individual training is costly. Group training is advantageous to the organization. Individuals vary in intelligence and aptitude from person to person. Training must be geared to the intelligence and aptitude of individual trainee.

TRAINING INPUTS There are three basic types of inputs;

(i)Skills (ii)Attitude (iii)Knowledge. The primary purpose of training is to establishing a sound relationship is at its best when the workers attitude to the job is right, when the workers knowledge of the job is adequate, and he has developed the necessary skills. Training activities in an industrial organization are aimed at making desired modifications in skills, attitudes and knowledge of employee so that they perform their jobs most efficiently and effectively

BEST TIME TO IMPART TRAINING TO EMPLOYEE

1. NEW RECRUITS TO THE COMPANY These have a requirement for induction into the company as a whole in terms of its business activities and personnel policies and provisions, the terms, conditions and benefits appropriate to the particular employee, and the career and advancement opportunities available.

2. TRANSFEREES WITHIN THE COMPANY These are people who are moved from one job to another, either within the same work area, i.e. the same department or function, or to dissimilar work under a different management. Under this heading we are excluding promotions, which take people into entirely new levels of responsibility.

3. PROMOTIONS Although similar to the transferee in that there is a new job to be learned in new surroundings, he is dissimilar in that the promotion has brought him to a new level of supervisory or management responsibility. The change is usually too important and difficult to make successfully to permit one to assume that the promotes will pick it up as he goes along and attention has to be paid to training in the tasks and the responsibilities and personal skills necessary for effective performance. 4. NEW PLANT OR EQUIPMENT Even the most experienced operator has everything to learn when a computer and electronic controls replace the previous manual and electro-mechanical system on the process plant on which he works. There is no less a training requirement for the supervisors and process management, as well as for technical service production control and others.

5. NEW PROCEDURES Mainly for those who work in offices in commercial and administrative functions but also for those who we workplace is on the shop floor or on process plant on any occasion on which there is a modification to existing paperwork or procedure for, say the withdrawal of materials from stores, the control of customer credit the approval of expense claims, there needs to be instruction on the change in the way of working in many instances, a note bringing the attention of all concerned the change is assume to be sufficient, but there are cases, such as

when total new systems in corporating IT up dates are installed, when more thorough training is needed.

6. NEW STANDARDS, RULES AND PRACTICES Changes in any one these are likely to be conveyed by printed note or by word of mouth by the manager to his subordinates, and this can be the most satisfaction way of dealing with the change from the point of view of getting those affected to understand their new responsibility. However not all changes under this heading can be left to this sort of handling. Even the simplest looking instruction may be regarded as undesirable or impracticable by whoever has to perform it he may not understand the purpose behind the change and lose confidence in a management which he now believes to be messing about, or he may understand the purpose and have a better alternative to offer if it is not too late.

7. NEW RELATIONSHIP AND AUTHORITIES These can arise, as a result of management decisions, in a number of ways. In examples, the recognition of the accounts department can result in a realization of responsibilities between the section leaders of credit control, invoicing and customer records, although there is no movement of staff between the sections (i.e. no transfers). Although the change in work content for each clerk and supervisor is defined clearly for each person in the new procedures, there is nevertheless a need for each person to know where he stands in the new set up, which is responsible for what, and where to direct problems and enquiries as they arise in the future.

8. MAINTENANCE OF STANDARDS We are here concerned with maintenance of standards through training, for it must be remembered that supervision and inspection and qualify control are continuously responsible for standards and exercise their own authorities to this end. Although it is generally agreed that some retraining from time to time, taking varied forms even for the on group of employees, does act as both a reminder and a stimulus, there is not much agreement on the next frequency and form that such retraining should take, of there is as yet little scientific knowledge on this subject which is of much use in industrial situations.

9. THE MAINTENANCE OF ADAPTABILITY Again, whilst there is little scientific study of the loss of ability to learn new skills in those cases where people spend a long time without change, and without the need to learn, there is increasing evidence in current experience to suggest that this is the case in industrial employment. Add, of course, there is the inference arising from the laboratory experiments of psychologists.

10. THE MAINTENANCE OF MANAGEMENT SKILLS & STANDARDS Skills in supervising, employee appraisal, communications, leadership etc are important in all companies. Some of these skills are seen to be critical to major developments in company organisation, culture, employee empowerment and so on. Initial training in these skills is not

uncommon in the largest companies on appointment into management and supervision. But continuous training and performance monitoring is rare, despite the common knowledge that standards are as varied as human nature.

11. RETIREMENT AND REDUNDANCY Employees of any position in the company who are heading towards retirement will benefit from learning about health, social life, work opportunities money management etc. Internal or external courses are best attended a year or two before retirement date, in a few companies a member of Personnel will act as a counselor as required.

TYPES OF TRAINING Training is required for several purposes. Accordingly training programmes may be of the following types: Orientation training: Induction or orientation training seeks to adjust newly appointed employees to the work environment. Every new employee needs to be made fully familiar with his job, his superiors and subordinates and with the rules and regulations of the organization. Induction training creates self-confidence in the employees. It is also knows as pre-job training. It is brief and informative. Job training: It refers to the training provided with a view to increase the knowledge and skills of an employee for performance on the job. Employees may be taught the correct

methods of handling equipment and machines used in a job. Such training helps to reduce accidents, waste and inefficiency in the performance of the job. Safety training: Training provided to minimize accidents and damage to machinery is known as safety training. It involves instruction in the use of safety devices and in safety consciousness. Promotional training: It involves training of existing employees to enable them to perform higher-level jobs. Employees with potential are selected and they are given training before their promotion, so that they do not find it difficult to shoulder the higher responsibilities of the new positions to which they are promoted. Refresher training: When existing techniques become obsolete due to the development of better techniques, employees have to be trained in the use of new methods and techniques. With the passage of time employee may forget some of the methods of doing work. Refresher training is designed to revive and refresh the knowledge and to update the skills of the existing employees. Short-term refresher courses have become popular on account of rapid changes in technology and work methods. Refresher or re-training programs are conducted to avoid obsolescence of knowledge and skills.

METHODS OF TRAINING

ON-THE-JOB TECHNIQUES

On the job techniques enables managers to practice management skills, make mistakes and learn from their mistakes under the guidance of an experienced, competent manager. Some of the methods are as:

Job Rotation: It is also referred to as cross straining. It involves placing an employee on different jobs for periods of time ranging from a few hours to several weeks. At lower job levels, it normally consumes a short period, such as few hours or one or two days. At higher job levels, it may consume much larger periods because staff trainees may be learning complex functions and responsibilities. Job rotation for managers usually involves temporary assignments that may range from several months to one or more years in various departments, plants and offices. Job rotation for trainees involves several short-term assignments, that touch a variety of skills and gives the trainees a greater understanding of how various work areas function. For middle and upper level management, it serves a slightly different function. At this stage, it involves lateral promotions, which last for one or more years. It involves a move to different work environment so that manager may develop competence in general management decision-making skills.

Enlarged and enriched job responsibilities: By giving an employee added job duties, and increasing the autonomy and responsibilities associated with the job, the firm allows an employee to learn a lot about the job, department and organization. Job instruction training:

It is also known as step-by-step training. Here, the trainer explains the trainee the way of doing the jobs, job knowledge and skills and allows him to do the job. The trainer appraises the performance of the trainee, provides feedback information and corrects the trainee. In simple words, it involves preparation, presentation, performance, and tryout and follow up. Coaching: The trainee is placed under a particular supervisor who functions as a coach in training the individual. The supervisor provides the feedback to the trainee on his performance and offers him some suggestions for improvement. Often the trainee shares some duties and responsibilities of the coach and relives him of his burden. A drawback is that the trainee may not have the freedom or opportunity to express his own ideas. Committee assignments: Here in, a group of trainees are given and asked to solve an actual organizational problem. The trainees solve the problem jointly. This develops team work and group cohesiveness feelings amongst the trainees.

OFF-THE-JOB TRAINING It includes anything performed away from the employees job area or immediate work area. Two broad categories of it are: IN HOUSE PROGRAMMES These are conducted within the organizations own training facility; either by training specialists from HR department or by external consultant or a combination of both. OFF-SITE PROGRAMMES

It is held elsewhere and sponsored by an educational institution, a professional association, a government agency or an independent training and development firm. The various off- thejob-training programmes are as follows:

Vestibule training: Herein, actual work conditions are simulated in a classroom. Material, files and equipment those are used in actual job performance are also used in training. This type of training is commonly used for training personnel for clerical and semiskilled jobs. The duration of this training ranges from few days to a few weeks. Theory can be related to practice in this method. Role-playing: It is defined as a method of human interaction that involves realistic behaviour in imaginary situations. This method involves action doing and practice. The participants play the role of certain characters, such as production manager, HR manager, foreman, workers etc. This method is mostly used for developing interpersonal interactions and relations. Lecture method: The lecture is a traditional and direct method of instruction. The instruction organizes the material and gives it to the group of trainees in the form of a talk. To be effective, the lecture must motivate and create interest among the trainees. An advantage of this method is that it is direct and can be used for a large group of trainees. Conference or discussion: It is a method in training the clerical, professional and supervisory personnel. It involves a group of people who pose ideas, examine and share facts and data, test assumptions and draw conclusions, all of which contribute to the improvement of job performance. It has an advantage that it involves two way communication and hence

feedback is provided. The participants feel free to speak in small groups. Success depends upon the leadership qualities of the person who leads the group.

EXECUTIVE DEVELOPMENT PROCESS Executives are the people who shape the policies, make the decisions and see their implementation in any business organization. They are the president, the vice-president, the managing director, works manager, plant superintendent, controller, treasurer, office managers, engineers, directors of functions such as purchasing, research, personnel, legal, marketing etc. Executive development may be stated as the application of planned efforts for raising the performance standards of high level managers, and for improving the attitudes and activities that enter into or influence their work and their work relations.

TRAINING PROGRAMMES IN MINDA INDUSTRIES LIMITED

MINDA INDUSTRIES LIMITED follows the philosophy to establish and build a strong performance driven culture with greater accountability and responsibility at all levels. To that extent the Company views capability as a combination of the right people in the right jobs, supported by the right processes, systems, structure and metrics. The Company organizes various training and development programmes, both inhouse and at other places in order to enhance the skills and efficiency of its employees. These training and development programmes are conducted at various levels for officers. Type of training followed by MINDA INDUSTRIES LIMITED: Classroom lectures Mentoring Workshop

 Orientation/Induction

MINDA INDUSTRIES LIMITED provides training to all its employees as per the policy of the organization. PURPOSE OF TRAINING: To ensure availability of trained manpower and fill the gap between the skills required for job and the skill available. SCOPE: All categories of employees

PROCESS

Feedback form

Preparation of training calendar

Validation by training council

Approval by General Manager

Implementation of approved training calendar

 FEEDBACK: The Performance Appraisal form of the organization has a section in which the training and development needs are filled up. The Individual Officer first identifies the training needs of himself and then it is recommended by the reporting Officer and then by the Departmental Head. In MINDA INDUSTRIES LIMITED two tyre system is followed in which both the employee and the higher authority praise. It is devided into 9 section. 1. Summary of achievements of quarterly task (by initiative authority) 2. Self appraisal 3. Assessment of traits (by initiative authority and reviewing authority) 4. Qualitative assessment of appraise (by initiative authority and reviewing authority)

5. General assessment and management review categorization by initiative authority and reviewing authority) 6. Illustrative list of areas for training 7. Feedback from HRD cell 8. Training and development need 9. Evaluation by performance review board

The Training needs as identified in the PAR(performance appraisal report) are recorded by the HRD Department and necessary action is taken for imparting the identified training. Training needs are identified based on: - Companys strategy and policy. - Organizational Thrust Areas. - New Emerging Areas.

PREPARATION OF TRAINING CALENDAR After getting feedback from the HRD department about the training and development need training calendar is prepared by the initiative authority for the purpose of the defining : Training hour(6 hour) Trainee number Type of training Supervisor/ guide

 VALIDATION BY TRAINING COUNCIL

After preparing the training calendar it is validate by the training council which consist 5-6 advisory body. Advisory body do the following things: Recommended and add new training program Remove the unnecessary programs Give approval to the program

APPROVAL BY GENERAL MANAGER

After approval of calendar by the training council it is further send for the final approval of calendar to the general manager (mr. RJ NARAYAN)

IMPLEMENTATION Training calendar is implement after the final approval of GM

IMPARTING OF TRAINING Actual training is imparted with the help of in-house and outside agencies. The selection of these agencies is done on the basis of reputation; programmes offered by them, past experience and feedback received from the earlier participants. Training is also imparted by nominating the concerned employee for an external training programme. All records of the

training are maintained at branch as per Record of Training in the Personnel folder and the same is intimated to the Executive Office Personnel through the Monthly Personnel Report. FEEDBACK OF TRAINING PROGRAMM A feedback is taken from the participants through a questionnaire on the program and their impressions in order to further improve upon the same. There are three such questionnaires available and one of these is used depending upon the nature of the training program and the level of participants. Also, a person from the personnel department sits through the final session of the program and takes the verbal feedback about the program. TRAINING PROGRAMMES FLOWING FROM TRAINING NEEDS: The programmes are divided into three broad categories: - Functional - Behavioral - General/ Omnibus programmes 1. Functional: The outcome of the training is measured by comparing the data pre-training and post-training. A scale is developed for measuring the effectiveness of training based on the % achievement of the objectives. 2. Behavioral: The effectiveness of the training of this nature is measured annually. This is seen through the training need identification for the coming year for the employee. If the training need is repeated there, then the training provided is taken as ineffective. If the training need is repeated but with focus on a part of the need, then the training is partially effective. If not repeated, then the training is effective.

3. General: These are the training needs flowing directly from the organizational needs. Examples of these can be ISO 9000 training, ISO 14000 training and any awareness training. These are omnibus training programmes, which are run for a large number of employees. The effectiveness of the training is measured by: - Achievement of those organizational objectives within the time lines. - Number of audit issues raised on the areas covered in the training. - Any other such thing as defined in the training brochure. The effectiveness of the outside training program is measured on the same line as above. However, no detailed brochure is prepared for the same. The measurement criterion for the program is defined in the beginning of the program and effectiveness measured against the same. A consolidated effectiveness report of the training program is prepared at the end of the year. The programmes that are found to be ineffective are reworked RESEARCH OBJECTIVES IN MINDA INDUSTRIES LIMITED

OBJECTIVES OF THE STUDY The first & foremost step in any research work is to identify the problems or objectives on which the researcher has to work on. MAJOR OBJECTIVE To analyze the existing training practices, its effectiveness and recommend measures to improve the training practices in MINDA INDUSTRIES LIMITED. MINOR OBJECTIVES

 To study the frequency of training, training methods and their effects on the trainees and recommend certain measures for improvement. To understand the present practices enforced in respect of training at the personnel department and recommend any changes if necessary. To take feedback and analyze the level of satisfaction amongst the employees in respect of training activities and suggest alternatives.

OBJECTIVE OF THE STUDY

The broad objective of the study of training policies in MINDA INDUSTRIES LIMITED is to study the impact of training on the overall skill development of workers. The specific objectives of the study are: 1. To examine the effectiveness of training in overall development of skills of Workforce. 2. To examine the impact of training on the workers. 3. To study the changes in behavioral pattern due to training. 4. To measure the differential change in output due to training. 5. To compare the cost effectiveness in implanting training programmes.

SCOPE OF THE STUDY

Training Effectiveness is the process wherein the management finds out how effective it has been at training and developing the employees in an organization.

system more effective.

development needs present among the employees.

RESEARCH METHODOLOGY

Every project work is based on certain methodology, which is a way to systematically solve the problem or attain its objectives. It is a very important guideline and lead to completion of any project work through observation, data collection and data analysis . According to Clifford Woody, Research Methodology comprises of defining & redefining problems, collecting, organizing &evaluating data, making deductions &researching to conclusions. Accordingly, the methodology used in the project is as follows: Defining the objectives of the study Framing of questionnaire keeping objectives in mind (considering the objectives) Feedback from the employees Analysis of feedback Conclusion, findings and suggestions.

SELECTION OF SAMPLE SIZE In order to take a reasonable sample size and not to disturb the functioning of the organization, a sample size of reasonable strength of the Company has been taken in order to arrive at the present practices of training in the Company.

Accordingly, 50 officers have been selected at random from all the departments of the organization and feedback forms (questionnaire) have been obtained. The data has been analyzed in order to arrive at present training practices in the organization.

SAMPLING TECHNIQUE USED The technique of Random Sampling has been used in the analysis of the data/Random sampling from a finite population refers to that method of sample selection, which gives each possible sample combination an equal probability of being picked up and each item in the entire population to have an equal chance of being included in the sample. This sampling is without replacement, i.e. once an item is selected for the sample, it cannot appear in the sample again.

DATA COLLECTION To determine the appropriate data for res earch mainly two kinds of data was collected namely primary & secondary data as explained below: PRIMARY DATA Primary data are those, which were collected afresh & for the first time and thus happen to be original in character. However, there are many methods of collecting the primary data; all have not been used for the purpose of this project. The ones that have been used are: Questionnaire Informal Interviews

 Observation SECONDARY DATA Secondary data is collected from previous researches and literature to fill in the respective project. The secondary data was collected through: Text Books Articles Journals Websites

LIMITATIONS OF THE STUDY The following are the limitations of the study: sample size was small and hence the results can have a degree of variation.

Company Profile
History Our Chairman, Mr. S.L. Minda, founded the Minda Group in 1958. He began with a small team of five people and the vision of becoming a leading player in the automotive components industry. His pioneering efforts have culminated into the Minda Group becoming a diversified, customer oriented, multi-product and multi-location organization. Under the dynamic leadership of Mr. Nirmal K. Minda, who took over as the Managing Director in the year 1995, the NK Minda Group has grown manifold. Today, it has an annual turnover of Rs.9.3 billion (USD 233 million) and employs around 5000 people in 19 manufacturing facilities spread across India and 1 in Indonesia. Over the years, NK Minda Group has acquired a customer base that includes the who's who of the automotive sector in India and around the world. The NK Minda Group is India's foremost manufacturer of a range of automotive components and is a leading supplier to global Original Equipment Manufacturers. The Group's product portfolio comprises of Switches, Batteries, Lighting, Horns, Mirrors and Alternate Fuel Kits - LPG / CNG Fuel Kits.

NK Minda Group has an annual turnover of Rs.9.3 billion (USD 233 million). The Group has been clocking a Compound Annual Growth Rate (CAGR) of 40% in Annual Turnover (ATO). From Rs. 5.45 billion in FY 2005-06, it grew to Rs.9.3 billion in FY 2006-07. Today, the Group has a total of 19 plants spread across India and Indonesia. Recognizing the importance of the ASEAN market the group has set up a Greenfield manufacturing facility in Indonesia through a group company named PT Minda ASEAN Automotive which has commenced production and exports to other ASEAN countries.

NK Minda Group works with the leading auto components specialists globally to bring the most technologically advanced products to its customers. The Group has joined hands with global leaders to constantly fine-tune its offerings and has some of the most reputed automotive component manufacturers as its joint-venture partners such as: Tokai Rika Co. Ltd., Japan Fiamm SpA, Italy The Key Mantras that have propelled the NK Minda Group growth story are: Relentless pursuit for excellence Benchmarking ourselves against the best Focus on developing world-class facilities Emphasis on providing innovative design solutions Continuous thrust on product improvement Constant upgradation of skill sets in the workforce

VISION OF COMPANY The Group Sales to be Rs 17.50 billion by 2009-10. Our Group be pioneer and be global benchmark in QPCDSM and Technology. Exports to reach 25% of total turnover (excl. PTMA sales, FMAL). MISSION OF COMPANY To continually enhance stakeholder's value through global competitiveness while contributing to society.

Achievements - Awards & Recognitions

1996

Got approval as R&D Centre for Ministry of Science and Technology.

1987

Received Maruti's Best Performance Vendor Award in Mindarika.

1997

Received ISO 9001 certification for Switch Division other switches. Received Maruti's Best Performance Award 2 nd time in Mindarika.

1998

1998

Received QS 9000 certification for Mindarika.

2000

Started BEST (Business Excellence through Simple Techniques) journey in association with CII Won 1st prize in Honda Supplier Quality Circle Competition in Mindarika

2000

2000

Won Runners Up trophy in CII North Region Quality Circle Competition.

Won Safety & Environment Award from Haryana State Labour Department in Mindarika. 2000

2001

Implemented ERP-BAAN in Mindarika Won 1 st prize in Honda Supplier.

2001

Quality Circle Competition for 2nd time in Mindarika.

2001

Won 1 st prize in CII North Region Quality Circle Competition in Mindarika.

2001

Received QS 9000 certification for Horn Division.

2003

Received TS 16949 certification for Lighting Division.

Received TS 16949 & ISO 14001 certification for Horn Division. 2003

2003

Received ISO 14001 and OHSAS 18001 certification for Switch Division.

Received TS 16949 and ISO 14001 certification for Mindarika. 2003

2003

Received Maruti's Manufacturing Excellence Award for Mindarika.

Received FORD Q1 award for Mindarika. 2003

Received TKML cost achievement award for Mindarika. 2004

NABL accredition for Minda Industries Limited labs. 2004

2005

Bajaj Award for Excellence to MindaIndustries Limited

2005

Achievement Award from Honda for quality & delivery to Minda Industries Limited.

2007 2007

Minda launches Automotive batteries for OEM and Aftermarket.

Minda Industries Limited wins the National R&D Award 2007 by Department of Scientific & Industrial Research, Ministry of Science & Technology .

2008

"Excellence in Quality" award from TATA Motors. The award was conferred on 16th Oct 2008 during Tatas Annual Suppliers Meet 2008 held in Mumbai.

Essential facts
Corporate Office: Minda Industries Limited Vill. Nawada Fatehpur, P.O. Sikanderpur Badda, Manesar Distt. Gurgaon Haryana 122004 Established: 1958 Chief Executive: Mr. NK Minda - Chairman and Managing Director Registered Office: B-64/1, Wazirpur Industrial Area Delhi 110052

NK Minda Group Companies Minda Industries Limited ( Switch Division, Lighting Division, Battery Division . etc) Mindarika Pvt. Limited VMES Minda Fiamm Acoustic Limited Fiamm Minda Automotive Limited Minda Autogas Limited Minda Auto Care Limited

DATA ANALYSIS
1) How many training programmes have you attended in last 5 years? TABLE:1 No. Programmes 0-5 6-10 10-15 More than 15 Total 20 12 10 8 50 40% 26% 20% 15% 100% of No. of Respondents % of Responses

Figure:1

INTERPRETATION 45% of the officers have attended 6-15 training programmes in the last 5 years, which is an indication of an effective training policy of the organization. However, 40% of the officers have attended only 0-5 training programmes, which needs to be evenly monitored by the organization.

2) The programme objectives were known to you before attending it. TABLE:2

Options Strongly agree Moderately agree Cant Say Moderately Disagree Strongly Disagree Total

No. of Respondents 12 20 6 2 10 50

% of Responses 25% 35% 15% 5% 20% 100%

strongly disagree 20% moderately disagree 5%

strongly agree 25%

can't say 15%

moderately agree 35%

Figure:2

INTERPRETATION

35% of the respondents moderately agree to the fact of knowing the training objectives before, in addition to 25% who strongly agree. But a small population disagrees as 20% strongly disagree to this notion. Training objectives should therefore be made known compulsorily before imparting training in the organization.

3. The training program was relevant to your developmental needs.

TABLE:3 Options Strongly agree Moderately agree Cant Say Moderately Disagree Strongly Disagree Total No. of Respondents 15 20 7 5 3 50 % of Responses 30% 40% 15% 10% 5% 100%

moderately disagree 10%

strongly disagree 5% strongly agree 30%

can't say 15%

moderately agree 40%

Figure:3

INTERPRETATION 70% of the respondents feel that the training programmes were in accordance to their developmental needs. 15% respondents could not comment on the question and 15% think that the programmes are irrelevant to their developmental needs. So the organization must ensure programmes that satisfy the developmental needs of the officers.

4- The period of training session was sufficient for the learning. TABLE:4

Options Strongly agree Moderately agree Cant Say Moderately Disagree Strongly Disagree Total

No. of Respondents 15 10 10 9 6 50

% of Responses 31% 21% 21% 16% 11% 100%

strongly disagree 10% moderately disagree 16%

strongly agree 32%

can't say 21%

moderately agree 21%

Figure:4

INTERPRETATION 52% respondents feel that the time limit of the training programme was adequate but 25% feel that it was insufficient. Also, 21% could not comment on the question. All the respondents though felt that increase in time limit of the programmes would certainly be beneficial and the organization should plan for this to be implemented in the near future.

5) The training methods used during the training were effective for understanding the subject.

TABLE:5 Options Strongly agree Moderately agree Cant Say Moderately Disagree Strongly Disagree Total No. of Respondents 10 20 8 7 5 50 % of Responses 20% 40% 15% 15% 10% 100%

moderately disagree 15%

strongly disagree 10%

strongly agree 20%

can't say 15%

moderately agree 40%

Figure:5

INTERPRETATION 40% of the respondents believe that the training methods used during the programmes were helpful in understanding the subject, yet 25% disagree to this notion. The organization should use better, hi-tech methods to enhance the effectiveness of the methods being used during the training programmes.

6) The training sessions were exciting and a good learning experience. TABLE:6

Options Strongly agree Moderately agree Cant Say Moderately Disagree Strongly Disagree Total

No. of Respondents 12 20 5 8 5 50

% of Responses 25% 40% 10% 15% 10% 100%

strongly disagree 10%

moderately disagree 15%

strongly agree 25%

can't say 10% moderately agree 40%

Figure:6

INTERPRETATION 65% respondents believe that the training sessions were exciting and a good learning experience. 10% respondents could not comment on this while 25% differ in opinion. They

feel that the training sessions could have been more exciting if the sessions had been more interactive and in line with the current practices in the market.

7) The training aids used were helpful in improving the overall effectiveness of the programme.

TABLE:7 Options Strongly agree Moderately agree Cant Say Moderately Disagree Strongly Disagree Total No. of Respondents 10 12 18 7 3 50 % of Responses 20% 25% 35% 15% 5% 100%

strongly disagree moderately 5% disagree 15%

strongly agree 20%

can't say 35%

moderately agree 25%

Figure:7

INTERPRETATION 40% of the respondents believe that the training aids used were helpful in improving the overall effectiveness, yet 20% disagree to this notion. 35% respondents did not comment on the issue. Yet the total mindset of the respondents was that the organization should use better scientific aids to enhance the presentation and acceptance value of the training program.

8) The training was effective in improving on- the- job efficiency.

TABLE:8 Options Strongly agree Moderately agree Cant Say Moderately Disagree Strongly Disagree Total No. of Respondents 8 15 10 10 7 50 % of Responses 15% 30% 20% 20% 15% 100%

strongly disagree 15%

strongly agree 15%

moderately disagree 20%

moderately agree 30%

can't say 20%

Figure:8

INTERPRETATION

45% respondents believe that the training programmes increase their job efficiency but 35% disagree to this. The view of the respondents were towards having more technological and current topics for the training programmes which could help them satisfy their creative urge and simultaneously increase their on-the-job efficiency.

9) In your opinion, the numbers of training programmes organized during the year were sufficient for employees of MINDA INDUSTRIES LIMITED.

TABLE:9 Options Strongly agree Moderately agree Cant Say Moderately Disagree Strongly Disagree Total No. of Respondents 5 7 13 5 20 50 % of Responses 10% 15% 25% 10% 40% 100%

strongly disagree 40%

strongly agree 10%

moderately agree 15%

moderately disagree 10%

can't say 25%

Figure:9 INTERPRETATION 25% respondents have the opinion that the frequency of the training programmes is sufficient but 50% of the respondents differ to this. They believe that the number of training programmes organized in a year should be increased and some in house training programmes should also be organized by the organization regularly.

10) How many training programmes have you attended during the last year? TABLE:10 No. Programmes Upto 2 3-5 31 12 62% 25% of No. of Respondents % of Responses

6-8 More than 8 Total

6 1 50

10% 3% 100%

6_8 10%

More than 8 3%

3_5 25%

Upto 2 62%

Figure:10

INTERPRETATION 35% of the workers have attended 3-8 training programmes in the last year, which is the clue of a useful training policy of the organization. However, 62% of the workers have attended only 0-2 training programmes, which should be effectively seen by the organization. Also, every worker should be given chances to attend as many training programmes as possible. 11) The training given is useful to you. TABLE:11

Options Strongly agree Moderately agree Cant Say Moderately Disagree Strongly Disagree Total

No. of Respondents 24 12 6 6

% of Responses 47% 24% 13% 13%

2 50

3% 100%

moderately disagree 13% can't say 12%

strongly disagree 3%

strongly agree 47% moderately agree 25%

Figure:11 INTERPRETATION 71% of the respondents feel that the training programmes were useful. 13% respondents could not comment on the question and 16% think that the programmes were irrelevant to

their objective of being useful. The organization must ensure programmes that are useful and prove to cater to the developmental needs of the workers.

12) The time limit of the training programme was sufficient. TABLE:12

Options Strongly agree Moderately agree Cant Say Moderately Disagree Strongly Disagree Total

No. of Respondents 9 18 6 7 10 50

% of Responses 18% 34% 13% 15% 20% 100%

strongly disagree 20%

strongly agree 17%

moderately disagree 15%

can't say 13%

moderately agree 35%

Figure:12

INTERPRETATION 42% respondents feel that the time limit of the training programme was adequate but 35% feel that it was insufficient. Also, 13% could not comment on the question. All the respondents though felt that increase in time limit of the programmes would certainly be advantageous and the organization should take some steps in this direction.

13) The time limit of the training program, if increased would make it more effective. TABLE:13 Options Strongly agree Moderately agree Cant Say No. of Respondents 23 10 5 % of Responses 45% 20% 10%

Moderately Disagree Strongly Disagree Total

10 2 50

20% 5% 100%

moderately disagree 20%

strongly disagree 5%

strongly agree 45%

can't say 10% moderately agree 20%

Figure:13

INTERPRETATION 65% respondents feel that the increase in the duration of the training programmes would be beneficial but 25% differ to this opinion. Going by the majority, the organization should make required changes to increase the duration of the programmes and also take the opinion of the workers to have an effective training session.

FINDINGS
The major findings of the project are enumerated as follows: Training is considered as a positive step towards augmentation of the knowledge base by the respondents. The objectives of the training programmes were broadly known to the respondents prior to attending them. The training programmes were adequately designed to cater to the developmental needs of the respondents. Some of the respondents suggested that the time period of the training programmes were less and thus need to be increased. Some of the respondents also suggested that use of latest training methods will enhance the effectiveness of the training programmes. Some respondents believe that the training sessions could be made more exciting if the sessions had been more interactive and in line with the current practices in the market. The training aids used were helpful in improving the overall effectiveness of the training programmes. The training programmes were able to improve on-the-job efficiency. Some respondents also recommended that the number of training programmes be increased.

RECOMMENDATIONS Based on the data collected through the questionnaire and interactions with the Officers of MINDA INDUSTRIES LIMITED the following recommendations are made for consideration: The organization may utilize both subjective and objective approach for the training programmes. The organization may consider deputing each employee to attend at least one training programmes each year. The In-house training programmes will be beneficial to the organization as well as employees since it will help employees to attend their official work while undergoing the training. The organization can also arrange part time training programmes in the office premises for short durations, spanning over a few days, in order to avoid any interruption in the routine work. The organization can arrange the training programmes department wise in order to give focused attention towards the departmental.

BIBLIOGRAPHY Training in Practice Human Resource Management Human Resource Management Organization official website www.Minda Industries Limited-india.com & www.globalsecurity.org Employee handbook Research methodology Blackwell C.B.Gupta T.N.Chabra

QUESTIONNAIRE

1) How many training programme have you attended in last 5 years? 0-5 6-10 10-15 More than 15 2) The programme objectives were known to you before attending it.

3) The training programme was relevant to your developmental needs.

4) The period of training session was sufficient for the learning.

erately Disagree

5) The training methods used during the training were effective for understanding the subject.

6) The training sessions were exciting and a good learning experience.

7) The training aids used were effective in improving the overall effectiveness of the programme.

agree

8) The training was effective in improving on- the- job efficiency.

9) In your opinion, the numbers of training programmes organized during the year were sufficient.

10) How many training programmes have you attended during the last year? Upto 2 3-5 6-8 More than 8 11) The training given is useful to you.

12) The time limit of the training programme was sufficient

13) The time limit of the training programme, if increased would make it more effective.