Sunteți pe pagina 1din 49

A PROJECT REPORT ON TRAINING AND DEVELOPMENT CROMPTON GREAVES.

At

CROMPTON GREAVES LIMITED


Submitted to Jiwaji University Gwalior For the fulfillment of the award of Bachelor of Business Administration (2011-2014) Submitted by Amit kumar singh BBA V Sem

PREFACE
I did my summer training at the Crompton Greaves Limited. The topic allotted to me was Training & Development The 8 week study was conducted under the guidance of Mr. Rakesh Arora (external guide) and ____________________(internal guide) During the first few weeks I was asked to collect matter of relevance on the assigned topic This particularly involved training & development at the different levels and how far they can be practically implemented in the organization The next step involved understanding the training process at the Crompton Greaves Limited.

DECLARATION
I Amit Kumar Singh student of BBA V semester Prestige Institute Of Management, Gwalior declare that all the information, facts and figures presented in this report are actually based on my experience & my open market research During The Project Training And Development

Crompton Greaves With Special References To - Crompton Greaves Limited . I assure that this project is the result of my own
sincere efforts and has not been submitted in any other institute for the award of any degree or diploma.

Date: Place: -

AMIT KUMAR SINGH

BBA VTH SEM

ACKNOWLEDGEMENT
Project Report is a combined effort including this one also, so I would like to thank all who have helped me completion of this report purposeful. I am cardinally grateful to Mr. , Training Manager Gwalior. I also want to thank Prof. .. assisting me incompletion of this survey. Further I would like to thanks to all of my Teachers, Staff Members, Library Members, and Friends for their valuable support and advices which helps me a lot to completing this survey purposeful.

Date: -

AMIT KUMAR SINGH

Place: -

BBA VTH SEM

CERTIFICATE OF FACULTY GUIDE


This is to certify that Mr. AMIT KUMAR SINGH .. student of...BBA V program has completed his/her summer training of.....28 ..weeks (from............. to .............) and prepared this report under my guidance. ( Performance of Crompton Greaves Limited ).

(Signature.) Name:Prof. P.K. SINGH Faculty guide

TABLE OF CONTENTS
TOPIC
1.1 History of the organization & its objectives 1.2 Organization Structure 1.3 Financial Performance 1.4 Personnel Polices 1.5 Product and Operations 1.6 1.7 Layout and Quality Control Marketing

1.8 Strength Weakness 1.9 Special Points Chapter -1 introduction Introduction of the concept Chapter -2 object of the study Chapter-3results and discussion Chapter -4 suggestion and implication Chapter-5 conclusion Reference Annexure

.1 History of the organization & its objectives

History

The history of Crompton Greaves goes back to 1878 when Col. R.E.B. Crompton founded R.E.B.Crompton & Company. The company merged with F.A Parkinson in the year 1927 to form Crompton Parkinson Ltd., (CPL). Greaves Cotton and Co (GCC) was appointed as their concessionaire in India. In 1937, CPL established, it's wholly owned Indian subsidiary viz. Crompton Parkinson Works Ltd., in Bombay, along with a sales organization, Greaves Cotton & Crompton Parkinson Ltd., in collaboration with GCC. In the year 1947, with the dawn of Indian independence, the company was taken over by Lala Karamchand Thapar, an eminent Indian industrialist. Crompton Greaves is headquartered in a self-owned landmark building at Worli,

Mumbai

The origins of CG can be traced back to the pioneering work of Colonel REB Crompton, who, in 1878 founded a business at Chelmsford, Essex, England under the name of REB Crompton & Co., to engage in the manufacture and contracting of electrical equipment.

REB Crompton & Co. merged with F&A Parkinson Limited, thereby establishing Crompton Parkinson Limited (CPL) in England. In 1937, CPL established its wholly owned Indian subsidiary 'Crompton Parkinson Works Ltd.', in Mumbai, along with a sales organization, 'Greaves Cotton & Crompton Parkinson Ltd.'

In the year 1947, with the dawn of the independence of India, the Company was taken over by Lala Karamchand Thapar, an eminent Indian industrialist who formed the Thapar Group. In 1966, Crompton Parkinson Works Ltd and Greaves Cotton & Crompton Parkinson Ltd. merged to create Crompton Greaves Limited (CG) in its present form.

In the 1960s CG took its initial steps to revolutionize its portfolio, which till then comprised only motors and consumer products. It took a major leap in the electrical engineering segment, through the acquisition of transformer technology from Westinghouse Electric Corporation of USA, for manufacture of 400 kV transformers and aluminum wound transformers. This was followed by further expansion in the switchgear, vacuum interrupter and allied businesses. By 2005, the Company had emerged as one of the leading companies in the electrical engineering domain of India, in its three business areas of Power Systems, Industrial Systems and Consumer Products; and a serious contender in the global arena.

CG established its international manufacturing footprint in the year 2005 by acquisition of the Belgium based Pauwels Group, which gave CG additional manufacturing facilities for Power and Distribution transformers at Belgium, Ireland, USA, Canada and Indonesia. This was followed with a series of successful acquisitions - Ganz, Hungary in 2006; Microsol, Ireland in 2007; Sonomatra, France; MSE, USA in 2008 and PTS, UK in 2010 in its quest to establish a technology edge, increase its global market reach and enhance the product portfolio. The business domains of the new companies that joined the CG family, has charted the way for CG becoming a "full solutions provider" which has carved out for CG a position as a serious international player and a recognized transnational corporation.

Initially, CG`s foreign acquisitions operated their respective businesses under their individual Brand names. To integrate these new entrants into the CG family, the first step was integration of processes, systems and technologies across all the acquired companies worldwide. The next step was to articulate the one single idea that provided a common thread through all the CG Group companies. We discovered our shared philosophy as "our core strength is the value we place on relationships, and the ability to provide solutions, which, in turn, strengthen these relationships". This realisation and initiative gave birth to CG`s new Brand Identity which was launched on 15th October, 2009, succinctly conveying this shared philosophy.

Whilst the Company`s name in India will continue to be Crompton Greaves, the names of all the foreign companies in the CG family start with "CG", thus establishing their lineage and uniting every

company in the CG family with a common face to the internal as well as the external world, globally.

Today, CG is a public listed company, amongst the "A" (premier) category of listings on the Bombay and National Stock Exchanges of India and its GDRs are listed on the London Stock Exchange, with over 140,000 shareholders. Board of Directors Key Personnel Corporate Regional Management Power Systems Industrial Systems Consumer Products Telecom Group International

Board of Directors Mr. G. Thapar (Chairman) Mr. Gautam Thapar was appointed as Chairman of Crompton Greaves Limited on July 22nd, 2004. A student of Doon School, Mr. Gautam Thapar to U.S.A. to complete his Chemical Engineering in the Pratt Institute and joined the family business in 1986.

went

Mr. Gautam Thapar is currently, Chairman of Ballarpur Industries Limited, India's largest pulp and paper manufacturing company. He is also a Director in several other companies including Bata International, apart from serving as Chairman of Confederation of Indian Industry (CII), Northern Region in 2003-04. The successful turnaround of Ballarpur Industries Limited under his dynamic leadership and his other achievements are testimonies to his managerial experience, competence and expertise.

Mr. S. M. Trehan

(Managing Director)

SUDHIR MOHAN TREHAN is the Managing Director of Crompton Greaves Limited since May 2000. Prior to this, he was the President of CG - Digital and looked after the areas of Networking, Informatics and Telecommunications.

Mr. Trehan is an engineering graduate from the renowned Birla Institute of Technology at Ranchi and a gold medallist. Thereafter, he pursued Post Graduate studies (M.S.) at the State University in Stony Brook, NY, USA.

He began his career in the United Kingdom as a Management Trainee with Crompton Parkinson Ltd. at Guisely. In 1972, he joined Crompton Greaves Ltd. in India where he served in various Departments and Divisions like Transformers, Turbines and Switchgear. He is actively involved in various national industry forums like IEEMA, CII and AIMA - leading names in India. He is currently the Chairman of Maharashtra State Council of CII. He was the recipient of the Outstanding Chief Executive of the Year Award for 2000-2001, instituted by the Indian Institution of Industrial Engineering, for steps he took towards successfully implementing his vision of making Crompton Greaves a world-class manufacturing company. His leisure time activities include golfing and driving. Other Directors

Dr. O. Goswami Mr. S. Labroo Dr. Valentin A H von Massow Ms. M. Pudumjee Mr. S.P. Talwar Mr. K. Thapar

1.2 Organization Structure

1.3 Financial Performance


Balance Sheet of Crompton Greaves Mar '13 12 mths Sources Of Funds Total Share Capital Equity Share Capital Share Application Money Preference Share Capital Reserves Revaluation Reserves Networth Secured Loans Unsecured Loans Total Debt Total Liabilities ------------------- in Rs. Cr. ------------------Mar '12 12 mths Mar '11 12 mths Mar '10 12 mths Mar '09 12 mths

128.30 128.30 0.00 0.00 2,928.55 0.00 3,056.85 12.93 0.75 13.68 3,070.53 Mar '13 12 mths

128.30 128.30 0.00 0.00 2,572.58 0.00 2,700.88 0.20 2.06 2.26 2,703.14 Mar '12 12 mths

128.30 128.30 0.00 0.00 2,161.51 14.27 2,304.08 8.23 5.17 13.40 2,317.48 Mar '11 12 mths

128.30 128.30 0.00 0.00 1,622.00 14.42 1,764.72 13.82 12.96 26.78 1,791.50 Mar '10 12 mths

73.32 73.32 0.00 0.00 1,153.99 14.58 1,241.89 34.52 19.15 53.67 1,295.56 Mar '09 12 mths

Application Of Funds Gross Block Less: Accum. Depreciation Net Block Capital Work in Progress Investments Inventories Sundry Debtors Cash and Bank Balance Total Current Assets Loans and Advances Fixed Deposits Total CA, Loans & Advances Deffered Credit Current Liabilities Provisions Total CL & Provisions Net Current Assets Miscellaneous Expenses Total Assets Contingent Liabilities Book Value (Rs)

1,485.00 784.65 700.35 74.91 1,055.04 548.50 1,840.62 288.79 2,677.91 761.41 0.00 3,439.32 0.00 2,013.13 185.96 2,199.09 1,240.23 0.00 3,070.53 1,422.59 47.65

1,365.61 748.42 617.19 58.29 1,052.50 449.60 1,735.62 321.10 2,506.32 336.19 0.00 2,842.51 0.00 1,717.06 150.29 1,867.35 975.16 0.00 2,703.14 326.08 42.10

1,604.18 728.88 875.30 47.69 781.64 405.72 1,510.18 124.22 2,040.12 587.55 26.67 2,654.34 0.00 1,634.38 407.11 2,041.49 612.85 0.00 2,317.48 278.74 35.70

1,171.40 637.59 533.81 33.03 688.06 303.53 1,212.79 112.43 1,628.75 402.31 436.07 2,467.13 0.00 1,534.63 395.90 1,930.53 536.60 0.00 1,791.50 362.56 27.28

1,111.53 600.82 510.71 12.95 265.52 281.32 1,012.26 181.49 1,475.07 516.55 291.02 2,282.64 0.00 1,265.88 510.38 1,776.26 506.38 0.00 1,295.56 788.21 33.48

1.4 Personnel Polices


Key Personnel >> CorporateName S M Trehan B R Jaju W Henriques T P Govindan Designation Managing Director Chief Finance Officer - Finance & Admin. Company Secretary & Legal Vice President - Human Resources General Manager - R&D and Quality Telephone EPABX /Direct. 022 24237777 022 24237700 022 24237777 022 24382211

Counsel 022 24237777 022 24333399 022 67558803 022 25775180

Key Personnel >> Regional Management TELEPHONE EPABX/ DIRECT 011 30416300 011 23354879 033 22829681-85 033 22821312 022 67558000 022 25780234 044 42247500 044 28235533 / /

REGION

NAME

DESIGNATION LOCATION

NORTH EAST WEST SOUTH

SA Kane BS Bajwa AM Kamath KN Desai

General Manager Delhi General Manager Kolkatta Deputy General Mumbai Manager Deputy General Chennai Manager

Key Personnel >> Power Systems NAME DS Patil J.G Kulkarni DESIGNATION Vice President Vice President DEPARTMENT TELEPHONE EPABX/ DIRECT

Transformers & 022 67558000 Engineering Projects 022 67558201/02 Switchgear 0253 0253 2301103 2382271

Key Personnel >> Industrial Systems NAME SC Gupta JC Pant VK Salhotra AK Raina DESIGNATION Vice President Deputy General Manager General Manager Vice President DEPARTMENT LT Motors Commercial Motors Stampings TELEPHONE EPABX/ DIRECT 0241 2777372/500 0832 3983200 0832 3983205/213 022 022 25796866 67558000 233116

Large & 07480 Traction Machines 07480 503238

Key Personnel >> Consumer Products NAME Manoj Verma AN Ravichandran P Palaniappan DESIGNATION Vice President Vice President General Manager DEPARTMENT Lighting Fans & Appliances Pumps TELEPHONE EPABX/ DIRECT 022 022 67558425 0832 2331256/59 0241 0241 2777262 2777152 67558000

Key Personnel >> Telecom Group NAME KN Neelkant DESIGNATION General Manager DEPARTMENT Telecom TELEPHONE EPABX/ DIRECT 080 41292300 080 26787141

Key Personnel >> International NAME AC Rodrigues DESIGNATION Vice President DEPARTMENT International TELEPHONE EPABX/ DIRECT 022 67558000 022 67558931

1.5 Product and Operations


We are among the top 10 transformer manufacturers in the world, and one of the very few companies worldwide that designs and manufactures a wide range of power & distribution transformers and reactors. The range of Power Transformers offered is from 25 kVA to 600 MVA, and 11 kV to 765 kV class, and Reactors from 10 MVAr to 125 MVAr, and 33 kV to 765 kV class. These products are conforming to IEC, ANSI, IS, BS and other international standards. It has recently made a foray in the manufacture of 765 kV transformers with the execution of its maiden order for Power Grid Corporation of India. We emerged as a large supplier of a wide range of transformers and reactors for all critical applications. Our products are used in industries such as power utilities, process industries, railways, mines, electricity boards, industrial users, etc. in global markets.

We have pioneered the technology for manufacture of compact, reliable SLIM transformers with high overload capacity in collaboration with Duponts Nomex thermal insulating technology, rendering it a world leader in wind farm installations, where these transformers have extensive utility. Its Hungarian plant has over 125 years of experience in the production of power transformers.

1.6

Layout and Quality Control

The Quality focus is reflected in a number of company wide initiatives that include:

Corporate R&D and Quality Division of Crompton Greaves Ltd has been certified to ISO 27001:2005 by UL India Ltd. In accordance with plan, the second phase of Six Sigma implementation commenced during 2004-05 with increasing executives being trained in the methodology. Six Sigma methodology has been extended to the design activity of the products. Ten products have been covered in the first phase, while nine products would be included in the second phase. Increasing coverage of products with six sigma approach will progressively help the company achieve 'product quality as perceived by the customer'. Twenty-three divisions / regions have been accredited with ISO9001: 2000 Certification. Seven manufacturing units have been accredited for ISO 14001 and four units for OHSAS 18001 The Light sources division is one of the few business units in India in lighting industry to receive dual certificate of ISO 9000:2000 was well as ISO 14001 The company's Power Transformers and Switchgear are now compliant to international Euro/IEC norms and ANSI/NEMA standards for greater acceptance in international markets. The Industrial Transformer Division located at Malanpur is amongst the few units in India, to have been accredited both ISO 14001 and OHSAS 18001, Certification for Occupational Health and Safety Management System. The company's Fans, Motors, Automation and control products are approved by the CSA, BASEEFA, and CE

1.7

Marketing

CG's business operations consist of 22 manufacturing divisions spread across in Gujarat, Maharashtra, Goa, Madhya Pradesh and Karnataka, supported by well knitted marketing and service network through 14 branches in various states under overall management of four regional sales offices located in Delhi, Kolkata, Mumbai and Chennai. The company has a large customer base, which includes State Electricity Boards, Government bodies and large companies in private and public sectors. Crompton Greaves' strength emanates from its business operations consisting of 21 divisions spread across in Gujarat, Maharashtra, Goa, Madhya Pradesh, Karnataka and Tamil Nadu, supported by well knitted marketing and service network through 14 branches in state capitals under overall management of four regional sales offices located in Delhi, Kolkata, Mumbai and Chennai. CG-House Corporate Office

Transformers Plant, Mandideep

Transformers Plant, Malanpur

Alternators & DC Machines Plant, Ahmednagar

Switchgear Plant, Nashik

LT Motors Plant, Ahmednagar.

Transformers Plant, Kanjurmarg - Mumbai

Amorphous Core Transformers Plant, Mandideep

Ceiling Fans Plant, Goa

DC Machines Shopfloor, Mandideep.

Transformers Plant - Winding Bay, Kanjurmarg - Mumbai.

Research & Development Facility, Kanjurmarg - Mumbai

Light Sources Manufacturing Plant, Baroda.

Telecommunications Plant, Jigani - Bangalore

1.8 STRENGTH WEAKNESS

STRENGTH

Heavy range of products Brand awareness Best promotion by display. Advertisement. Training and development

WEAKNESS
Lack of co-ordination of the demand put forth by dealers and the supply of appropriate greaves from the plant. The offerings given by the company are not enough for the business partners to make the market operating rates competitive The supply of truck radial greaves is not in proportion to the demand Mode of counseling is not co-operative. Monetory rewards are not given. Crompton greaves quality for the employees are not good.

1.9 Special Points

At Crompton Greaves there is always a passion for quality. A quality trust mark has emerged as Crompton's biggest brand ambassador. In fact, this is reflected through quality certifications for its products and services. Further, the commitment to responsible business through quality, technology and productivity has helped the company to achieve a turnover of over Rs.2700 crore and receive many certifications in the ISO 9000/9001:2000/14001 series. The company has the unique distinction of being the first one to receive an ISO 9000 certification for Finance and Administration. The company has made considerable progress towards integration of the Six Sigma methodology in its manufacturing processes with the ultimate aim of achieving 'Product Quality as Perceived By Consumer'. This methodology was actively pursued for 10 products for which Critical to Quality (CTQ) characteristics were identified based on market feedback. Regional team has also been trained in Six Sigma technology for capture of customer's voice. In addition to this, the company has also introduced stringent control measures with suppliers to ensure that inputs support the Six Sigma quality. In fact, all these measures have resulted in manifold improvement in the CTQs with substantial reduction in defects. The Quality focus is reflected in a number of company wide initiatives that include:

Corporate R&D and Quality Division of Crompton Greaves Ltd has been certified to ISO 27001:2005 by UL India Ltd.

In accordance with plan, the second phase of Six Sigma implementation commenced during 2004-05 with increasing executives being trained in the methodology. Six Sigma methodology has been extended to the design activity of the products. Ten products have been covered in the

first phase, while nine products would be included in the second phase. Increasing coverage of products with six sigma approach will progressively help the company achieve 'product quality as perceived by the customer'.

Twenty-three divisions / regions have been accredited with ISO9001: 2000 Certification. Seven manufacturing units have been accredited for ISO 14001 and four units for OHSAS 18001

The Light sources division is one of the few business units in India in lighting industry to receive dual certificate of ISO 9000:2000 was well as ISO 14001

The company's Power Transformers and Switchgear are now compliant to international Euro/IEC norms and ANSI/NEMA standards for greater acceptance in international markets.

The Industrial Transformer Division located at Malanpur is amongst the few units in India, to have been accredited both ISO 14001 and OHSAS 18001, Certification for Occupational Health and Safety Management System.

The company's Fans, Motors, Automation and control products are approved by the CSA, BASEEFA, and CE

CHAPTER -1 INTRODUCTION

INTRODUCTION
TRAINING & DEVELOPMENT POLICY

Why training is important

Every company should be fully committed to the continuous development of its staff, in the same ways as we continuously develop our services. This will be achieved by helping all staff identify and meet their own job and business related development needs. This policy will ensure that we have the adaptability and flexibility to thrive and succeed as a business. To do this, all line managers, through the Performance Review process, will

Ensure that staff have a level of knowledge and skill to fully perform their role Encourage staff to develop within their current role Look for potential, and find ways for staff to demonstrate potential Recognize and reward staff development (utilizing it wherever possible) Create a learning culture by providing opportunities for learning

Equal opportunities All staff are entitled to and can expect to receive training they need to carry out their current role. This includes seconded, fixed-term contract or short-term contract staff.

Permanent employees can expect to benefit from further commitment for each individual to devote at least 5 days a year towards training and development. First priority will be towards job-related training, but we will also encourage individuals to undertake personal development training. This may entail taking professional qualifications; undertaking research into a particular field of interest or experiencing a particular aspect of another job in order to gain an insight into the role and fuller understanding of the work. Training should not be viewed purely as attending a training course. There are a variety of different methods that can be used to help train and develop individuals and Personnel Services will be happy to

help individuals and managers select the most appropriate method. For example, using open learning materials; computer-based packages; videos or CD-ROMs; e-learning; and reading literature, to name but a few.

Shared responsibilities It is recognizes the need for everyone to learn and develop their skills on a continuous basis and will support individuals to help them achieve this. Equally, the company expects individuals to take on some responsibility for their own self-development. For example, identifying suitable training

activities (with the help of line managers and Personnel Services) and adopting a flexible and positive approach to any training and development that is identified with them.

Identifying training & development needs Identifying training and development needs, and helping individuals to improve their performance, are key responsibilities for line managers, so they are expected to be actively involved in their teams training and development. Line managers are also responsible for measuring the effectiveness of any training and development undertaken by team members, with assistance from Personnel Services.

The skills and knowledge that will be needed for the future success of the company will become apparent as each years business (corporate) plan is drafted and communicated to teams within the company and individual performance objectives agreed. Where individual skills, knowledge or the development of competencies are needed to achieve our business objectives, these should be recorded on the Development Needs Assessment plan, which forms part of our Performance Review process. TRAINING NEEDS IDENTIFICATION IDENTIFICATION OF TRAINING NEEDS Training is often included as an essential element of an organizations strategy to gain a competitive advantage. Regulatory agencies require that employees be trained certain topics and personal development/career paths often specify skill and knowledge areas which must be mastered. These are the factors that influence an organizations overall training program. With all these sometimesdivergent factors competing for resources training systems can become stressed, ineffective, inefficient and fragmented. Organizations need a structure approach when developing/improving their training

system. For purposes of this discussion we will divide the training process into three phases: (1) needs identification (2) Training Systems (courses, modules, training aids, presentation, instructors, records) (3) Evaluation STUDY OF NEEDS OF TRAINING In Crompton Greaves Ltd., Delhi across training is customized product wise. If any defect comes in a product or process, a training session is initiated to eradicate root cause. There are normally two work stations in production, 1. Critical station 2. Normal station At critical work station an efficient worker should produce 5000 to 6000 units in one shift. At this work station minor job is done. At normal work station an efficient worker should be produce 8000 to 10000 units in one shift in normal circumstances. In this company there are two types of worker are working. 1. Permanent worker 2. Temporary worker Organizational impact: At this level evaluation assesses the impact of learning on organizational effectiveness, and whether or not it is cost-effective in organizational terms. Personnel Services will undertake this evaluation as part of a wider training and development evaluation process. In summary then, Personnel Services will evaluate training and development at the reaction and organizational levels, and line managers will be responsible for evaluating the effectiveness of training and development at the performance level. However, there will be some types of learning activities, for example attending conferences or seminars, where it may not be appropriate to undertake any evaluation. If any doubt, please contact Personnel Services. To assist line managers, there are a variety of methods that can be used to measure the effectiveness of the learning. Some of these include:

Participant self-assessment Written or practical tests Structured interviews Questionnaires Feedback for example, internally from colleagues, peers, and managers and/or externally from partners, customers or clients Qualifications obtained

Line managers should contact Personnel Services, who will be pleased to help set-up an evaluation method to use to measure the effectiveness of a training activity. Funding Funding for training and development will be paid from a central training budget, therefore the Head of Personnel Services must approve any training and development that involves a financial cost before any financial commitment is made. Details of how to apply for a training and development are explained under the section headed Selecting a training provider and applying for training. In addition to job-related training and development, company also recognises the need to help individuals to improve within their chosen career path by encouraging individuals to gain professional/vocational/academic qualifications. With this in mind, company has established a company sponsorship scheme whereby full or partial sponsorship will be provided. Information about the scheme can be found under the section headed Company sponsorship. Time off to attend training courses Where an individual needs to attend a training course funded by company, time off during working hours will be given to attend the course. Individuals are expected to travel to and from a training venue within the normal course of the day. Where company is providing sponsorship towards a professional qualification, time off to attend lectures/workshops/summer school will be agreed on an individual basis, taking account of the business needs. The Head of Personnel Services will approve any such requests, in full consultation with line managers. Non-training course learning activities Typically, a training course is designed to transfer new skills or knowledge to an individual. Invariably new skills and knowledge will be developed over time to improve performance. However, not all learning has to be addressed through a training course. There is a wide range of development methods available that can be used without leaving the office. For example, being coached by a fellow

colleague or manager; using a computer aided training package; on-the job training; reading books; undertaking research or practising a particular skill. Finding out about training courses or alternative learning methods Personnel Services is building up a range of literature from training suppliers and a selection of books/videos/computer discs available for individual use. To find out more, please contact Personnel Services. Selecting a training provider and applying for training Before booking a training event, individuals should research the costs and course availability with possible training providers. Personnel Services will be happy to help as they keep details of various training providers, so please contact them for information/advice. Company organised training programmes, for example Customer Service Training, Team Building training, will be co-ordinated through Personnel Services (so individuals do not have to complete any forms). All other training and development activities must be authorised by Personnel Services before any training is booked. Company sponsorship Company recognises the need for continuous professional development and are pleased to be able to offer a sponsorship scheme to all permanent and fixed-term employees (whose contracts are for at least one year). The scheme covers professional, academic or NVQ (or equivalent) qualifications. The following guidelines are designed to give individuals an idea of the sort of funding that may be available and how individuals may apply.

CHAPTER -2 OBJECT OF THE STUDY

OBJECTIVE
The objective of the project is to study training and development in company. As we know that training is an important factor for growing because growth is lifeline for the company.

The main motto of this project was to know, how company conducts training program. What are the basic requirements during this process? How does the company come to know that some body needs training? After providing them training analysis is required. Analysis makes the management aware of the workers or staffs whosoever had gone through the training. Development is the main objective of any training. If there is no any development, the objective of training is not achieved. So for achieving the objective, development is very much required.

The way of analyzing of the training should be carefully developed. Because a good analysis reflects the true figure of the development of trainees. How the company analyses the training is a subject to be learnt.

So the ultimate goal of this project is to study the way of providing training as well as the way of measure the development of trainees in Crompton Greaves Limited. There is various methodology of training. No single technique is always best. The best method depends on Cost effectiveness Desired program content Learning principles Appropriateness of the facilities Trainee preferences and capabilities Trainer preferences and capabilities There is a range of teaching methods available to trainer. The choice of a method is a matter of experience and competence of the instructor and his judgment of how much and what a particular group of trainees would learn from using one method or another.

Factors which affect the choice of training method: The choice of methods depends on the knowledge and experience of the teacher or trainer. The choice of the methods should take into consideration the intellectual level and educational background of the participants and the participants age practical experience. Some methods are more effective than others in achieving certain objective. Choice methods depend on the social and cultural factors in the environment. Now many participative methods are accepted and used in management training. It also depends on the time and the availability of resources and infrastructural facilities. Types of training Job instruction training Job rotation Apprenticeships Coaching Vestibule training

Induction or Orientation training: Induction or orientation may be defined as a process of guiding and counseling the employee to familiarize him with job situations. The induction process accomplishes several objectives including formation of a favorable impression and attitude, development of the feeling of belongingness and facilitation of learning and teamwork on the part of the employees. The content of the induction program should be predetermined in the form of a checklist specifying the topics to be covered. Attempts are to be made to follow-up and assess the program by interviewing the new employees as a measure to correct the gaps in the knowledge and attitude of the employees.

Rank-and-File job training: This is based on similarities in training on several specific jobs. This type of training can be imparted in a classroom or on the job. It is performed by a foreman or a group leader. Its advantages arise in so far as it is realistic and economical and does not hamper production as well as necessitate from classroom to job situations.

Limitations of rank-and-file job training: The trainer may be an incompetent teacher The shop floor may be busy There may arise heavy production losses.

Supervisory training: Supervisory training needs reveal utmost divergence in view of divergent duties of supervisors. Employee attitude surveys help in identifying area of supervisory training. Likewise, supervisors themselves may be requested to indicate the areas where they need training. Frequently, these surveys indicate that supervisors need training in human relations, production control, company policies and how to instruct. Supervisory courses consist of job methods training (JMT) and job relations training (JRT). The JMT helps the supervisors to improve methods in their departments, while the JRT helps them in handling human relations problems in their departments.

ON THE JOB TRAINING: On the fob techniques are conducted in the real job settings. On the job methods usually involve training in the total job. These methods are typically conducted by individuals, workers, supervisors. The main advantage is that the trainees learn while actually performing their work, which may minimize the training cost. They also learn in the same physical and social environment in which they will be working once the formal training period is completed.

Types of on the job techniques: Job instruction training Job rotation Apprenticeship Coaching Vestibule training

CHAPTER-3 RESULTS AND DISCUSSION

RESULTS AND DISCUSSION

1.

What types of training have you gone through? (i) Skill Enhancement (ii) Personality Enhancement (iii) IT Related

Skill enhancement & personality development 43%

Skill enhancement 24%

Skill enhancement

Personality development

Skill enhancement & personality development

Personality development 33%

Total 45 workers have gone through these training programs. 2 out of them got the skill enhancement training, 4 got personality development, and 6 got skill enhancement & personality development program. Out of 45 workers 8 got skill enhancement & IT related training, 11 got personality development & IT related training and rest 14 got all three, skill enhancement, personality development & IT related training.

2.

Please indicate when should the study material be given to the trainees?

Before the training

After the training

After the training 33%


Before the training After the training

Before the training 67%

In any training program the material plays an important role. So it should be provided. But the question is that, "when should be the materials be given, before the training or after the training. In the responses of such Question, 30 out of 45 workers say that materials should be given before the training and 15 says that it should be given after the training.

3.

Before started training programme should you go through any test? Yes No

Don't ready to face test 60%

Ready to face test 40%

Ready to face test

Don't ready to face test

A good trainee is essential for the successful completion of any training program. A good trainee can be selected by the test. So a test is required for selecting appropriate trainees. Responding this 27 out of 45 workers tell that they dont want to go through any test and rest 18 want to go through such test process. The evolution of any program is very much require for the future. It can be done by asking the trainees.

4.

Rate these training programme according to your development.

Training Programme 1. Skill Enhancement 2. Personality Enhancement 3. IT Related

Poor

Good

Excellent

Skill Enhancement:

Good 25% Excellent 31%


Good Very good Excellent

Very good 44%

Responding to skill enhancement programs, 11 out of 45 workers say that the training program was good, 20 say that it ways very good and rest 14 trainees opine that training program was very helpful to enhance their skills and perform their job in batter manner.

Personality Enhancement:

Good 13%

Excellent 47% Very good 40%

Good Very good Excellent

Responding to the personality development questions there are different views of the trainees, 6 out of 45 workers say that the program was good, 18 say that it was very good and 21 workers say that program was excellent.

IT related:

Good 22%

Good

Excellent 49%

Very good Excellent

Very good 29%

Responding to the IT related development questions trainees are very much conscious about their improvement. 10 out of 45 have good experienced regarding IT development, 13 say that program was very good and rest 22 have excellent experienced regarding IT in the training program.

5.

In your opinion what should be the frequency of the training programme in your company. Once in 3 Months Once in 12 Months

Once in a month Once in 6 months

Frequency of training program:

Once in a year Every month 13% 29% Every six month 21%

Every month Every three month Every six month

Every three month 37%

Once in a year

The experienced of the training program is so impressive that all the trainees very much interested in these types of programs. They want more of such types of training programs. So 7, out of 24 trainees want this type of training in every month .On the other hand 9 trainees want such program once in every three month. 5 out of them want to hold such types of program twice in a year. Rest of them wants to hold this once a year. In my opinion it should be twice a year.

6.

In your opinion what should be the duration of this training programme?


4 Hours 8 Hours 16 Hours 20 Hours

4 hours 5% 8 hours 13%

4 hours 8 hours

20 hours 60%

16 hours 22%

16 hours 20 hours

The duration is an important factor for the successful completion of any program. It should be according the requirement of the trainees. 2 out of 45 trainees say that duration should be 4 hours, 6 say that duration can be 8 hours. 10 out of them want 16 hours and rest 27 wants 20 hours for the training program.

CHAPTER -4 SUGGESTION AND IMPLICATION

SUGGESTION
There is no gainsay regarding the training programs enhance the quality of the performance. No one is perfect in his respective field. A full flazed training program makes trainees complete performer in their respective areas. Every company looks for a worker, who can work effectively. They are in search of a person who has the maximum skills required for the job. After selecting the right person, the companys main aim is to make that person a perfect workman. For this they provide them training. First of all the management should look for that areas where workers needs training. For this purpose management should keep eyes on each and every activity of the workers and staffs whosoever may need training. This is a long and time taking process. In this way the next step would be to select the trainees. There should develop a mechanism for selecting the trainees. There should be a test for this purpose. This will give the idea about the weak and strong points of trainees. It will be very fruitful in designing the contents of training program. The printed material is very useful in training. These materials should be given before the training. Written material would provide the overall idea about the training and make the trainees understand better. Before developing the training contents some points should be taken care of. There should be some practical values in that. The training should include new ideas and should be helpful in the development of trainees. It must be relevant to the hob of workers and staffs. In the training process the efficient use of time should be made as time is the most important factor in any job. The frequency of training program is according to the requirement and convenience of the trainees as well as the management. Workers require more training so they need one in every six month. Staffs required less training in the compression of workers, so they required at least on training program every year. The duration of any event is the most important, which maker any program successful or fail. It should be according to the needs of the trainees of participants. In my opinion the duration of the training would be 16 hours.

CHAPTER-5 CONCLUSION

CONCLUSION
To conclude, it is very clear that training should be provided but not at the loss of the company. It is very costly and time taking affair. But it is most important for the development of the company. So management cant avoid it at any cost.

BIBLIOGRAPHY

BIBLIOGRAPHY

BOOK NAME Human Resource Management Training & Development Internet

AUTHOR Dr. N.K. Chadda Dr. P.N. Singh

ANNEXURE
TRAINING & DEVELOPMENT (QUESTIONNAIRE) Name Department Designation 1. What types of training have you gone through? (i) Skill Enhancement (ii) Personality Enhancement (iii) IT Related (i) (ii) (iii)

2.

Please indicate when should the study material be given to the trainees? Before the training After the training

3.

Before started training programme should you go through any test? Yes No

4.

Rate these training programme according to your development. Poor Fair Good Excellent

Training Programme 1. Skill Enhancement 2. Personality Enhancement 3. IT Related

5.

In your opinion what should be the frequency of the training programme in your company. Once in a month Once in 6 months Once in 3 Months Once in 12 Months

6. 7.

In your opinion what should be the duration of this training programme?

4 Hours

8 Hours

16 Hours

20 Hours

8.

Would you like to suggest some thing for the training programme? _____________________________________________________ _____________________________________________________ _____________________________________________________ _____________________________________________________ _____________________________________________________

Date :

Signature

S-ar putea să vă placă și