RESEARCH REPORT

ON
"TRAINING & DEVELOPMENT IN HERO MOTOCORP
LTD."

Towards partial fulfillment of

Master of Business Administration (MBA)

(Session 2017-2018)

SUBMITTED TO SUBMITYTED BY
Miss Tripti Singh Mahesh Singh
HOD, MBA Roll No.1682870023
IET LUCKNOW MBA- 4th CHR Sem.

Dayal Group Of Institutions

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 DECLARATION

I, Mr. Mahesh Singh, a 4rd Sem. student of Dayal Group of Institutions hereby declare that I

have duly completed my project on "TRAINING & DEVELOPMENT IN HERO

MOTOCORP LTD." for the academic year 2017-2018. The information submitted is true and

original to the best of my knowledge.

Date :

Place :

Mahesh Singh
Roll No.1682870023

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 ACKNOWLEDGEMENT

I wish to express my deep sense of gratitude to my Project Guide, Miss Tripti Singh for his

guidance and useful suggestions, which helped me in completing the project work, in time.

I thank him for mentoring and encouragement throughout the project, also for his assistance

during the preparatory phase and numerous suggestions.

I would also like to thank all the Hero Motocorp Ltd. dealers whom I met during the survey, for

giving all the required information.

Finally, yet importantly, I would like to express my heartfelt thanks to my beloved parents for

their blessings and the financial support, my friends/classmates for their help and wishes for the

successful completion of this project.

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 PREFACE
An analysis of the two wheeler industry is done by identifying the position of our company. Hero
MotoCorp. Having a fortified background. the company has shown tremendous result and
opportunities for the growth and development in this industry. The company has also witnessed
several strategic movement in terms of human resource. diversification of the product basket.
technological advancements. and merger-demerger to name a few.

Being the pioneer in selling two-wheelers in the country this company has built strangely on its
brand value and customer loyalty. To learn more about the functioning of Hero MotoCorp and to
give a useful insight of it. the performance of the company is evaluated which avows its position
as number one as compared to its competitor Bajaj Auto Ltd.

Various tools have been used to compare the company's performance with the industry
competitor. An in-depth analysis reflects the strong position that Hero MotoCorp is holding
(Market share of >52%). Hero leads the category in brand stature. which is to be expected since
the brand has enjoyed market leadership for several years and hence it should strengthen it in
order to be invincible in this industry.

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 TABLE OF CONTENT

SR. NO. TOPIC PAGE NO.

1. INTRODUCTION 8-35

TRAINING AND DEVELOPMENT SCENARIO IN HERO HONDA 36-37

2. INDUSTRY

TRAINING PROVIDERS IN INDIA, COACHING, LEARNING 38-39

3. INSTITUTES IN INDIAN INDUSTRY

4. TRAINING AND DEVELOPMENT IN AUTOMOBILE SECTOR 40-41

5. VARIATION OF SALARY WITH EXPERIENCE 42-45

6. TRAINING COURSES IN THE AUTOMOBILE SECTOR 45

7. OBJECTIVES OF THE STUDY 46

47-56
8. RESEARCH METHODOLOGY

9. DATA ANALYSIS & INTERPRETATION 57-71

10. FINDINGS 72

11. SUGGESTIONS 73

12. CONCLUSION 74

13. BIBLIOGRAPHY 75

14. QUESTIONNAIRE 76-79

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 INTRODUCTION
OVER VIEW OF HERO HONDA
EXECUTIVE SUMMARY
Theory and practice are the two eyes of the management education. Management education
without practical training at an organization remains incomplete. The training prescribed by the
Integral University student have various objectives like helping the student to acquire
knowledge, give an opportunity to know the difference between theory and practice, enable the
student to interact with experienced and knowledgeable persons of business world .

As a student of Bachelor of Business Administration, I got an opportunity to undergo on training.

The training title is “TRAINING AND DEVELOPMENT IN HERO MOTO CORP LTD.”

I successfully completed my training report within the specified time. It was really a thrilling
experience for me with senior officials of Automobile Industry and to interact with different
members, employees of the organization. It was an experience of enjoyment through hard work
and dedication.

Through this finding of this report, I hope that the Automobile Industry in India as well as
outside the country will benefit.

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PROFILE: THE LEGEND OF HERO HONDA
What started out as a Joint Venture between Hero Group, the world's largest bicycle

manufacturers and the Honda Motor Company of Japan, has today become the World's single

largest two wheeler Company. Coming into existence on January 19, 1984, Hero Honda Motors

Limited gave India nothing less than a revolution on two-wheels, made even more famous by the

'Fill it - Shut it - Forget it ' campaign.

Driven by the trust of over 5 million customers, the Hero Honda product range today commands
a market share of 48% making it a veritable giant in the industry. Add to that technological
excellence, an expansive dealer network, and reliable after sales service, and you have one of the
most customer- friendly companies.

This is proved by the company's sales over the years:

1999-00 43,000 units

2001-02 96,200 units

2002-03 5,30,600 units

2003-04 7,61,210 units

2004-05 10,29,555 units

2005-06 14,25,195 units

2006-07 16,77,537 units

2007-08 20,70,147 units

2008-09 26,21,400 units

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 2009-10 32,31,200 units

Customer satisfaction, a high quality product, the strength of Honda technology and the Hero
group's dynamism have helped HHML scale new frontiers and exceed limits.

In the words of Mr. Brijmohan Lall Munjal, the Chairman and Managing Director, "We will
continue to make every effort required for the development of the motorcycle industry, through
new product development, technological innovation, investment in equipment and facilities and
through and through efficient management."

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 INITIATIVES

An Environmentally and Socially, Aware Company

At Hero Honda, our goal is not only to sell you a bike, but also to help you every step of the way
in making your world a better place to live in. Besides its will to provide a high-quality service to
all of its customers, Hero Honda takes a stand as a socially responsible enterprise respectful of its
environment and respectful of the important issues.

Hero Honda has been strongly committed not only to environmental conservation programmes
but also expresses the increasingly inseparable balance between the economic concerns and the
environmental and social issues faced by a business: businesses must not grow at the expense of
mankind and man's future but rather must serve mankind.

"We must do something for the community from whose land we generate our wealth." A famous
quote of Mr.Brijmohan Lall Munjal- CMD.

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 BRAND AMBASSADOR

Hero Moto Corp has roped in film actor

 Hrithik Roshan

 Ex. Captain of Indian Cricket team Sourav Ganguly,

 Mohammad Kaif,

 Harbhajan Singh,

 Zaheer Khan,

 Yuvraj Singh and

 Virender Sehwag as its brand ambassadors.

They will endorse the company products, attend corporate and brand events and help promote its
"We Care" campaign comprising safety riding, environment and friendliness.

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 HERO GROUP
"Hero", the brand name symbolizing the steely ambition of the Munjal brothers, came into being
in the year 1956. From a modest manufacturer of bicycle components in the early 1940's to the
world's largest bicycle manufacturer today, the odyssey was fueled by one vision - to build long-
lasting relationships with everyone, including workers, dealers and vendors. This philosophy has
paid rich dividends through the years.
Hero, a name synonymous with two wheelers in India is today a multi-unit, multi-product,
geographically diversified Group of companies. Through fully integrated operations, the Munjals
roll their own steel, make critical components such as free wheels for their bicycles, and have the
foresight to simultaneously diversify into myriad ventures, like product designing, IT enabled
services, finance and insurance, just to name a few.
Like every success story, Hero's saga contains an element of spirit and enterprise; of
achievement through grit and determination, coupled with vision and meticulous planning.
Throughout its success trail, the Hero Group and its members have displayed unwavering
passion of setting higher standards for themselves and delivering simply the best to their
customers.

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 THE PHILOSOPHY

The Hero Group philosophy is: "To provide excellent transportation to the common man at
easily affordable prices and to provide total satisfaction in all its spheres of activity." Thus
apart from being customer-centric, the Hero Group also provides its employees with a fine
quality of life and its business associates with a total sense of belonging.

"Engineering Satisfaction" is the prime motive of the Hero Group and it has become a way of
life and a part of the work culture of the Group. This is what drives the Group to seek newer
vistas, adopt faster technology and create quality driven products to the utmost satisfaction of
customers, partners, dealers and vendors.

Today the Hero Group has a number of accolades and achievements to its credit … yet consumer
requirements and newer technologies provide fresh challenges every day, and at Hero the wheels
of progress continue to turn.

The success of the Hero Group lies in the determination and foresight of the Munjal brothers,
who shared their vision with their workers and led the Group to a position where its name has
become synonymous with top-quality two wheelers.

The flame kindled by the Munjal brothers in 1956 with the flagship company Hero Cycles; Mr.
Satyanand Munjal, Mr. Brijmohan Lall Munjal and Mr. O. P. Munjal continue to carry the torch
and are actively involved in the day-to-day operations of the Hero Group.

The saga is being continued with the same zeal by the second and third generations of the family
and by the large working force of the Hero Group. The spirit of enterprise which dominates the
progress of the Group is characteristic of the land where it all began - the City of Ludhiana, in
Punjab - home to some of lndia's finest workers and entrepreneurs.

The Hero Group is a thriving example of three generations of a family working and striving
together to ensure quality, satisfaction and extensive growth.

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VISION
"We, at the Hero Group are continuously striving for synergy between technology, systems and
human resources to provide products and services that meet the quality, performance, and price
aspirations of the customers. While doing so, we maintain the highest standards of ethics and
societal responsibilities, constantly innovate products and processes, and develop teams that
keeps the momentum going to take the group to excellence in everything we do."

MISSION
It’s our mission to strive for synergy between technology, systems and human resources, to
produce products and services.

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THE CHAIRMAN

The venerated patriarch and visionary of the Hero Group, Mr. Brijmohan Lall Munjal, is a first

generation entrepreneur who started very small and through sheer hard work and perseverance

has today made his two wheeler venture the World's No.1 Two Wheeler company.

BRIJMOHAN LALL MUNJAL - The King of the Road

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 BOARD OF DIRECTORS

 Chairman Mr. B.L. Munjal

 Managing Director Mr. Pawan Munjal

 Joint Managing Director Mr. T. Nakagawa

 Whole time Director Mr. Takao Eguchi

 Non-Executive Director Mr. S. Munjal

 Non-Executive Director Mr. O.P. Munjal

 Non-Executive & Independent Director Mr. Satoshi Toshida

 Non-Executive & Independent Director Mr. Motohide Sudo

 Non-Executive & Independent Director Mr. N. N. Vohra

 Non-Executive & Independent Director Mr. Pradeep Dinodia

 Non-Executive & Independent Director (Retd.) V. Prakash

 Non-Executive & Independent Director Mr. Analjit Singh

 Non-Executive & Independent Director Dr. Pritam Singh

 Non-Executive & Independent Director Dr. V. L. Kelkar

 Non-Executive & Independent Director Ms. S. Bhartia

 Non-Executive & Independent Director Mr. S. B. Mittal

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 ACHIEVEMENT

Hero Group ranks amongst the Top 10 Indian Business Houses comprising 19 companies, with
an estimated turnover of US$ 2.75 billion during the fiscal year 2004-2005. The Group and its
management have acquired a number of accolades and achievements over the years:

Hero Group Management style has been acclaimed internationally by World Bank and BBC,
UK.Hero Group is discussed as a case study at London Business School, UK and INSEAD,
France. World Bank has acclaimed Hero Cycles as a role model in vendor development based on
a world-wide study. The London Business School, UK, has done a case study on the Group as
model of entrepreneurship.

 Boston Consulting Group has ranked Hero Group as one of the top ten Business Houses on
Economic value, in India.
 The Hero Group is recognized as a long term partner and an ideal employer:
 Hero Group's partnership with Honda Motors, Japan is over 20 years old
 Hero Group's Partnership with Showa Manufacturing Corporation, Japan is over 18 years
old.
 Group Chairman, Mr Brijmohan Lall Munjal received the coveted "Ernst & Young
Entrepreneur of the Year" award for 2001.
 Hero Honda Motors was ranked 3rd amongst top Indian companies Review 2000 - Asia's
leading companies award (2004) by Far Eastern Economic Review.
 Hero Honda Motors is the World's largest manufacturer of two-wheelers with annual sales
volume of over 2.5 million motorcycles.
 Hero Honda Motors has been awarded the highest rating for Corporate Governance (2003)
by CRISIL - India's Leading Ratings, Risk & Advisory Company and as the Best Governed
Company in private sector(Dec 2004).
 Hero Honda ranked Number One in the two-wheeler category on Environmental
Performance by the Centre for Science and Environment.
 Hero Cycles Limited is a Guinness Book Record holder since 1986 as the world's largest
manufacturer of bicycles, with annual sales volume of 5 million bicycles in FY 2005.

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INTRODUCTION OF TRAINING & DEVELOPMENT
TRAINING AND DEVELOPMENT is a subsystem of an organization. It ensures that
randomness is reduced and learning or behavioral change takes place in structured format.
TRAINING AND DEVELOPMENT DEFINED. It is concerned with the structure and delivery
of acquisition of knowledge to improve the efficiency and effectiveness of organization. It is
concerned with improving the existing skills and exploring the potential skills of the individual
i.e. upgrading the employees’ skills and extending their knowledge. Therefore, training is a key
to optimizing utilization human intellectual technological and entrepreneurial skill training and
Development referred to as:

 Acquisition and sharpening of employees capabilities that is required to perform various

obligations, tasks and functions. Developing the employee’s capabilities so that they may be
able to discover their potential and exploit them to full their own and organizational
development purpose.
 Developing an organizational culture where superior-subordinate relationship, teamwork, and
collaboration among different sub units are strong and contribute to organizational wealth,
dynamism and pride to the employees.
 Development defined. It helps the individual handle future responsibilities, with less
emphasis on present job duties.
 Introduction of training. It is a learning process that involves the acquisition of knowledge,
sharpening of skills, concepts, rules, or changing of attitudes and behaviors to enhance the
performance of employees.

Inputs in Training and Development

Any training and development programmed must contain inputs which enable the participants to
gain skills, learn theoretical concepts and help acquire vision to look into the distant future.
Skills: Training is imparting skills to employees. A worker needs skills to operate machines, and
use other equipments with least damage and scrap. This is a basic skill without which the
operator will not be able to function. Employees, particularly supervisors and executives, need
interpersonal skills.

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Education: The purpose of education is to teach theoretical concepts and develop sense of
reasoning and judgment.

Development: It is less skill-oriented but stresses on knowledge. Knowledge about business

environment, management principles and techniques, human relations, specific industry analysis
is useful for better management of a company.

Ethics: There is need for imparting greater ethical orientation to a training and development
programmed. Ethical attitude help managements make better decisions which are in the interests
of the public, the employees and in the long term-the company itself.

Attitudinal Changes: Attitude represents feelings and beliefs of individuals towards others.
Attitude affects motivation, satisfaction and job commitment. Negative attitude need to be
converting into positive attitude. Attitude must be changed so that employees feel committed to
the organization, are motivated for better performance, and derive satisfaction from their jobs
and the work environment.

Decision making and problem solving skills: It focus on methods and techniques for making
organization decision-making and solving work related problems.

Objectives of the Training

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
 Societal.

 Individual objectives – help employees in achieving their personal goals, which in turn,
enhances the individual contribution to an organization.

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  Organizational Objectives – assist the organization with its primary objective by
bringing individual effectiveness.
 Functional Objectives – maintain the department’s contribution at a level suitable to the
organization’s needs.
 Societal Objectives – ensure that an organization is ethically and socially responsible to
the needs and challenges of the society.

Importance of the Training

It helps to develop 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.

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 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.
 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 employee.

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MODELS OF TRAINING

Training is a sub-system of the organization because the departments such as, marketing& sales,
HR, production, finance, etc depends on training for its survival. Training is transforming
process that requires some input and in turn it produces output in the form of knowledge, skills,
and attitudes (KSAs).THE TRAINING SYSTEM. The three model of training are:

1. System Model

2. Instructional System Development Model

3. Transitional model

1. SYSTEM MODEL TRAINING: The system model consists of five phases and should be
repeated on a regular basis to make further improvements. The training should achieve the
purpose of helping employee to perform their work to required standards. The steps involved in
System. Model of training are as follows:

 Analyze and Identify the training needs i.e. to analyze the department, job, employees
requirement, who needs training, what do they need to learn, estimating training cost, etc The
next step is to develop a performance measure on the basis of which actual performance
would be evaluated.
 Design and Provide Training to meet identified needs. This step requires developing
objectives of training, identifying the learning steps, sequencing and structuring the contents.
 Develop this phase requires listing the activities in the training program that will
 Assist the participants to learn, selecting delivery method, examining the training material,
validating information to be imparted to make sure it accomplishes all the goals & objectives.
 Implementing is the hardest part of the system because one wrong step can lead to the
failure of whole training program.
 Evaluating each phase so as to make sure it has achieved its aim in terms of subsequent
work performance. Making necessary amendments to any of the previous stage in order to
remedy or improve failure practices.

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2. TRANSITIONAL MODEL Transitional model focuses on the organization as a whole.
The outer loop describes the vision; mission and values of the organization on the basis of which
training model i.e. inner loop is execute
 Vision – focuses on the milestones that the organization would like to achieve after the
defined point of time. A vision statement tells that where the organization sees itself few
years down the line. A vision may include setting a role model, or bringing some internal
transformation, or may be promising to meet some other deadlines.
 Mission – explain the reason of organizational existence. It identifies the position in the
community. The reason of developing a mission statement is to motivate, inspire, and inform
the employees regarding the organization. The mission statement tells about the identity that
how the organization would like to be viewed by the customers, employees, and all other
stakeholders.
 Values – is the translation of vision and mission into communicable ideals. It reflects the
deeply held values of the organization and is independent of current industry environment.
For example, values may include social responsibility, excellent customer service, etc.The
mission, vision, and values precede the objective in the inner loop. This model considers the
organization as a whole. The objective is formulated keeping these three things in mind and
then the training model is further implemented.

3. INSTRUCTIONAL SYSTEM DEVELOPMENT (ISD) MODEL

Instructional System Development model was made to answer the training problems. This model
is widely used now-a-days in the organization because it is concerned with the training need on
the job performance.

Training objectives are defined on the basis of job responsibilities and job description and on the
basis of the defined objectives individual progress is measured. This model also helps in
determining and developing the favorable strategies, sequencing the content, and delivering
media for the types of training objectives to be achieved. The Instructional System Development
model comprises of five stages:

 Analysis– This phase consist of training need assessment, job analysis, and target audience
analysis.

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 Planning– This phase consist of setting goal of the learning outcome, instructional objectives
that measures behavior of a participant after the training, types of training material, media
selection, methods of evaluating the trainee, trainer and the training program, strategies to
impart knowledge i.e. selection of content, sequencing of content, etc.
 Development– This phase translates design decisions into training material. It consists of
developing course material for the trainer including handouts, workbooks, visual aids,
demonstration props, etc, course material for the trainee including handouts of summary.
 Execution– This phase focuses on logistical arrangements, such as arranging speakers,
equipments, benches, podium, food facilities, cooling, lighting, parking, and other training
accessories.
 Evaluation– The purpose of this phase is to make sure that the training program has
achieved its aim in terms of subsequent work performance. This phase consists of identifying
strengths and weaknesses and making necessary amendments to any of the previous stage in
order to remedy or improve failure practices. The ISD model is a continuous process that
lasts throughout the training program. It also highlights that feedback is an important phase
throughout the entire training program. In this model, the output of one phase is an input to
the next phase.

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 PROCESS OF TRAINING NEED ANALYSIS

Training Need Analysis (TNA)/Training Need Identification (TNI)

An analysis of training need is an essential requirement to the design of effective training. The
purpose of training need analysis is to determine whether there is a gap between what is required
for effective performance and present level of performance.

Training Need arises at three levels:

 Organizational level
 Individual level
 Operational level

Corporate need and training need are interdependent because the organization performance
ultimately depends on the performance of its individual employee and its subgroup.

 Organizational level – Training need analysis at organizational level focuses on strategic

planning, business need, and goals. It starts with the assessment of internal environment of
the organization such as, procedures, structures, policies, strengths, and weaknesses and
external environment such as opportunities and threats. After doing theSWOT analysis,
weaknesses can be dealt with the training interventions, while strengths can further be
strengthened with continued training. Threats can be reduced by identifying the areas where
training is required. And, opportunities can be exploited by balancing it against costs. For
this approach to be successful, the HR department of the company requires to be involved in
strategic planning. In this planning, HR develops strategies to be sure that the employees in
the organization have the required Knowledge, Skills, and Attributes (KSAs) based on the
future KSAs requirements at each level.
 Individual level – Training need analysis at individual level focuses on each and every
individual in the organization. At this level, the organization checks whether an employee’s
performing at desired level or the performance is below expectation. If the difference
between the expected performance and actual performance comes out to be positive, then
certainly there is a need of training. However, individual competence can also be linked to
individual need.

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The methods that are used to analyze the individual need are:

 Appraisal and performance review

 Peer appraisal
 Competency assessments
 Subordinate appraisal
 Client feedback
 Customer feedback
 Self-assessment or self-appraisal

 Operational level – Training Need analysis at operational level focuses on the work that is
being assigned to the employees. The job analyst gathers the information on whether the job
is clearly understood by an employee or not.
He gathers this information through technical interview, observation, psychological test;
questionnaires asking the closed ended as well as open ended questions, etc. Today, jobs are
dynamic and keep changing over the time. Employees need to prepare for these changes. The job
analyst also gathers information on the tasks needs to be done plus the tasks that will be required
in the future. Based on the information collected, Training Need analysis (TNA) is done.
Benefits of need assessment Training programs are designed to achieve specific goals that meet
felt needs. There are many benefits of need assessment:
1. Trainers may be informed about the broader need of the trainees.
2. Trainers are able to pitch their course inputs closer to the specific needs of the trainees.
3. Assessment makes training department more accountable and more clearly linked to other
human resource activities, which make the training programs easier to sell to line managers.

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TRAINING-DESIGN
The design of the training program can be undertaken only when a clear training objective has
been produced. The training objective clears what goal has to be achieved by the end of training
program i.e. what the trainees are expected to be able to do at the end of their training. Training
objectives assist trainers to design the training program.

The trainer – Before starting a training program, a trainer analyzes his technical, interpersonal,
judgmental skills in order to deliver quality content to trainers.

The trainees – A good training design requires close scrutiny of the trainees and their profiles.
Age, experience, needs and expectations of the trainees are some of the important factors that
affect training design.

Cost of training – It is one of the most important considerations in designing a training

programme. A training programmed involves cost of different types. These may be in the form
of direct expenses incurred in training, cost of training material to be provided, arrangement of
physical facilities and refreshment, etc. Besides these expenses the organization has to bear
indirect cost in the form of loss of production during training period. Ideally, a training
programmed must be able to generate more revenues than the cost involved.

Training climate – A good training climate comprises of ambience, tone, feelings, positive
perception for training program, etc. Therefore, when the climate is favorable nothing goes
wrong but when the climate is unfavorable, almost everything goes wrong.

Trainees’ learning style – the learning style, age, experience, educational background of
trainees must be kept in mind in order to get the right pitch to the design of the program.

Training strategies – Once the training objective has been identified, the trainer translates it into
specific training areas and modules. The trainer prepares the priority list of about what must be
included, what could be included.

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Training topics – After formulating a strategy, trainer decides upon the content to be delivered.
Trainers break the content into headings, topics, ad modules. These topics and modules are then
classified into information, knowledge, skills, and attitudes.

Sequence the contents – Contents are then sequenced in a following manner:

 From simple to complex
 Topics are arranged in terms of their relative importance
 From known to unknown
 From specific to general
 Dependent relationship

Training tactics – Once the objectives and the strategy of the training program becomes clear,
trainer comes in the position to select most appropriate tactics or methods or techniques. The
method selection depends on the following factors:
 Trainees’ background
 Time allocated
 Style preference of trainer
 Level of competence of trainer
 Availability of facilities and resources, etc

Support facilities – IT can be segregated into printed and audio visual. The various
requirements in a training program are white boards, flip charts, markers, etc.

Constraints – The various constraints that lay in the trainers mind are:
 Time
 Accommodation, facilities and their availability
 Furnishings and equipments
 Budget
 Design of the training, etc

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 TRAINING IMPLEMENTATION

To put training program into effect according to definite plan or procedure is called training
implementation. Training implementation is the hardest part of the system because one wrong
step can lead to the failure of whole training program. Even the best training program will fail
due to one wrong action. Training implementation can be segregated into:
 Practical administrative arrangements
 Carrying out of the training
Once the staff, course, content, equipments, topics are ready, the training is implemented.
Completing training design does not mean that the work is done because implementation phase
requires continual adjusting, redesigning, and refining. Preparation is the most important factor
to taste the success. Therefore, following are the factors that are kept in mind while
implementing training program:
The trainer – The trainer need to be prepared mentally before the delivery of content. Trainer
prepares materials and activities well in advance. The trainer also set grounds before meeting
with participants by making sure that he is comfortable with course content and is flexible in his
approach.
Physical set-up – Good physical set up is pre-requisite for effective and successful training
program because it makes the first impression on participants. Classrooms should not be very
small or big but as nearly square as possible. This will bring people together both physically and
psychologically. Also, right amount of space should be allocated to every participant.

Establishing rapport with participants – There are various ways by which a trainer can
establish good rapport with trainees by:
 Greeting participants – simple way to ease those initial tense moments
 Encouraging informal conversation
 Remembering their first name
 Pairing up the learners and have they familiarized with one another
 Listening carefully to trainees’ comments and opinions
 Telling the learners by what name the trainer wants to be addressed
 Getting to class before the arrival of learners

28
 Starting the class promptly at the scheduled time
 Using familiar examples
 Varying his instructional techniques
 Using the alternate approach if one seems to bog down

Reviewing the agenda – At the beginning of the training program it is very important to review
the program objective. The trainer must tell the participants the goal of the program, what is
expected out of trainers to do at the end of the program, and how the program will run. The
following information needs to be included:
 Kinds of training activities
 Schedule
 Setting group norms
 Housekeeping arrangements
 Flow of the program
 Handling problematic situations. In general programmed implementation involves action on
the following lines:
 Deciding the location and organizing training and other facilities.
 Scheduling the training programmed.
 Conducting the programmed.
 Monitoring the progress of the trainees.

29
 TRAINING EVALUATION

The process of examining a training program is called training evaluation. Training evaluation
checks whether training has had the desired effect. Training evaluation ensures that whether
candidates are able to implement their learning in their respective workplaces, or to the regular
work routines.
Purposes of Training Evaluation: The five main purposes of training evaluation are:
Feedback: It helps in giving feedback to the candidates by defining the objectives and linking it
to learning outcomes.
Research: It helps in ascertaining the relationship between acquired knowledge, transferor
knowledge at the work place, and training.
Control: It helps in controlling the training program because if the training is not effective, then
it can be dealt with accordingly.
Power Games: At times, the top management (higher authoritative employee) uses the
evaluative data to manipulate it for their own benefits.
Intervention: It helps in determining that whether the actual outcomes are aligned with the
expected outcomes.

1.17.1 Functions of evaluation:

There are basically two functions of evaluation:
1. Qualitative evaluations is an assessment process how well did we do?
2. Quantitative evaluation is an assessment process that answers the question How much did
we do?
1.17.2 Principles of Training Evaluation: Training need should be identified and reviewed
concurrently with the business and personal development plan process.
a) Evaluation must be continuous.
b) Evaluation must be specific.
c) Evaluation must be based on objective methods and standards.
d) There should be correlation to the needs of the business and the individual.
e) Organizational, group and individual level training need should be identified and evaluated.
f) Techniques of evaluation should be appropriate.

30
g) The evaluation function should be in place before the training takes place.
h) The outcome of evaluation should be used to inform the business and training process.

1.17.3 Need of evaluation of Training:

Training cost can be significant in any business. Most organizations are prepared to incur these
cost because they expect that their business to benefit from employees development and
progress. Whether business has benefited can be assessed by evaluation training. There are
basically four parties involved in evaluating the result of any training.
 Trainer
 Trainee
 Training and Development department and
 Line Manager
 The Trainee wants to confirm that the course has met personal expectations and satisfied
any learning objectives set by the T & D department at the beginning of the programmed.
 The Trainer concern is to ensure that the training that has been provided is effective or not.
 Training and Development want to know whether the course has made the best use of the
resources available.
 The Line manager will be seeking reassurance that the time hat trainee has spent in
attending training results in to value and how deficiency in knowledge and skill redressed.
The problem for many organizations is not so much why training should be evaluated but
how. Most of the organizations overlook evaluation because financial benefits are difficult to
describe in concrete terms.
 The process of evaluation is central to its effectiveness and helps to ensure that:
 Whether training budget is well spent.
 To judge the performance of employee as individual and team.
 To establish culture of continuous learning and improvement.

31
 PROCESS OF TRAINING EVALUATION

1.18.1 Before Training:

The learner’s skills and knowledge are assessed before the training program. During the start of
training, candidates generally perceive it as a waste of resources because at most of the times
candidates are unaware of the objectives and learning outcomes of the program. Once aware,
they are asked to give their opinions on the methods used and whether those methods confirm to
the candidates preferences and learning style During Training: It is the phase at which instruction
is started. This phase usually consist of short tests at regular intervals.

1.18.2 After Training:

It is the phase when learner’s skills and knowledge are assessed again to measure the
effectiveness of the training containing has had the desired effect at individual department and
organizational levels.
There are various evaluation techniques for this phase.
Techniques of evaluation the various methods of training evaluation are:
 Observation
 Questionnaire
 Interview
 Self diaries
 Self recording of specific incidents

1.18.3 What to Evaluate/Level Of Evaluation

Donald Kirkpatrick developed four level models to assess training effectiveness. According to
him evaluation always begins with level first and should move through other levels in sequence.
 Reaction Level:
The purpose is to measure the individual reaction to the training activity. The benefit of Reaction
level evaluation is to improve Training and Development activity efficiency and effectiveness.
 Learning Level:
The basic purpose is to measure the learning transfer achieved by the training and development
activity. Another purpose is to determine to what extent the individual increased their

32
knowledge, skills and changed their attitudes by applying quantitative or qualitative assessment
methods.
 Behavior Level:
The basic purpose is to measure changes in behavior of the individual as a result of the training
and development activity and how well the enhancement of knowledge, skill, attitudes has
prepared than for their role.• Result Level: The purpose is to measure the contribution of training
and development to the achievement of the business/operational goals.

33
 TRAINING AND DEVELOPMENT SCENARIO IN
HERO HONDA INDUSTRY

With the world-wide expansion of companies and changing technologies, HERO HONDA
industry have realized the importance of corporate training. Training is considered as more of
retention tool than a cost.

Today, human resource is now a source of competitive advantage for all organizations.
Therefore, the training system in HERO HONDA Industry has been changed to create a smarter
workforce and yield the best results. With increase in competition, every company wants to
optimize the utilization of its resources to yield the maximum possible results. Training is
required in every field whether it is Sales, Marketing, Human Resource, Relationship building,
Logistics, Production, Engineering, etc. It is now a business effective tool and is linked with the
business outcome.

With increase in awareness of corporate training in Indian Industry, a gradual shift from general
to specific approach has been realized.

According to NASSCOM (National Association of Software and Services Companies), the IT

corporate training market is expected to reach Rs 600 crore in 2010 from Rs 210 Crore in 2006.

34
In Indian market, 50% of the training company’s revenue comes from the retail training and rest
from other segment.

On the other hand, in many organizations training is regarded as non-essential or a need based
activity. Some organizations start a training department in order to look modern. In fact, some
organizations are headed by unwanted employees rather than employees of outstanding merit.
While some organizations do not have a separate budget to hire highly qualified trainers for
training and development.

35
 TRAINING PROVIDERS IN INDIA, COACHING, LEARNING
INSTITUTES IN INDIAN INDUSTRY

The three major training and learning solutions provider to organizations and individuals in
Indian Industry are:

NIS Sparta – the Reliance Anil Dhirubhai Ambani Group Company. It offers customized
solutions for Top management, Middle management and Supervisory level. Its business units
are: Enterprise Business Unit (EBU), Educational Service Business Unit (ESBU), and Reliance
Strategic Business Unit (RSBU). It has provided consulting and training solutions to more than
10,00,000 professionals, in over 550 organizations, across 10 countries in 18 languages. It is
providing training services to American Express, Thermax, Mahindra Finance, Coca-Cola, IBM,
Maruti, Godrej & Boyce, Accenture, APAC, and Pantaloon.

Karrox – a Mumbai based training organization, is a leader in high - end latest technologies
training in the IT, BPO and Mobile telephony industry. Currently, it has 6 corporate owned
centers and around 50 franchisees in India and has trained more than 150,000 IT professionals
till date. It is providing training services to Wipro Infotech, ABN Amro, Tata Consultancy
Services, State Bank of India, HCL, Indian Navy, Cap Gemini, Global Telesystems, South
Eastern Coal Fields, Persistent Technologies, Godrej Infotech, Times of India, Reliance
Infocomm, Reliance Industries, Seimens, Union Bank of India, and Infosys.

Aptech Training Solutions – A division of Aptech Limited. It is offering an entire range of

performance solutions like Customer Service Training, Soft Skills, Product Training, Process
Training, Sales Training, and Managerial Development Training that assist in overcoming
various business challenge areas. It keeps the trainees up to date with the latest learning and
professional curriculum in the industry. It is providing training solutions and services to Indian
Oil, Motorola India, ICICI, Bayer, National Thermal Power Corporation, Gas Authority Of
India, Delhi Police, Standard Chartered Bank, Maruti Udyog, Electrolux Kelvinator, Dabur,
Valvoline Cummins, Mahindra & Mahindra, Blue Star, HP, and Onida.

Training and Development in Indian Industry can be further divided in to various sectors:

36
1. Training and Development system in Retail sector
2. Training and Development in Banking and Insurance Sector
3. Training and Development system in Automobiles sector
4. Training and Development system in Telecom sector
5. Training and Development system in KPO
6. Training and Development system in Pharmaceutical sector
7. Training and Development system in Hospitality sector
8. Training and Development system in IT sector
9. Training and Development system in BPO

37
TRAINING AND DEVELOPMENT IN AUTOMOBILE SECTOR

The Indian automobile sector is growing at a rate of about 16% per annum and is now going to
be a second fastest growing automobile market in the world. The sector is going through a phase
of rapid change and high growth. With the coming up of new projects, the industry is undergoing
technological change. The major players such as, Honda, Toyota, Bajaj, Maruti are now focusing
on mass customization, mass production, etc. and are expanding their plants.

According to National Development and Reform Commission (NDRC), India’s auto making
capacity is expected to become 15 million units by the end of the year 2007 exceeding the yearly
demand of about 7 million units.

This rapid expansion is because of growing urbanization, rise in the standard of living of
consumers, easy availability of finance, liberalization, privatization, and globalization of Indian
Industry. This rapid expansion has created lots of job opportunities. Interested one in this sector
has to specialize in automobile/mechanical engineering.Currently, automobile sector in India is
retaining around 10 million employees and is expected to employ more people in near future.
Unorganized sector in employing 67% people while, organized sector is employing only 33%
people which is major drawback of automobile sector.

With this rapid expansion and coming up of major players in the sector, the focus is more on the
skilled employees and the need of human resource development has increased. The companies
are looking for skilled and hard working people who can give their best to the organization.
Various companies are opening training institutes to train interested ones in this sector, like
Toyota has recently opened Toyota Technical Training Institute (TTTI) near Bangalore that will
offer 4 courses in automobile assembly, mechatronics (a combination of mechanical and
industrial electronics), automobile weld and automobile paint. TTTI will provide both a high
standard of education and training in automotive technology as well as employment
opportunities.

38
CAREER FOR TRAINERS IN AUTOMOBILE SECTOR

Preferred Educational Qualification for Trainers

 MBA/PGDBM in HR / Personnel Management

 PG Diploma–Any Specialization
 Any degree or Diploma in HRM
 B.Tech/B.E. – Mechanical
 BE and MBA
 Post graduate degree in psychology
 Post graduation with training & development as specialized
 SAP-HR
 M.S.W (H.R/I.R)

SKILLS AND ATTRIBUTES REQUIRED

Skills and attributes required to become a successful trainer are:

 Should possess good communication & presentation skills

 Interpersonal skills

 PC Skills knowledge essential

 Presentation skills- command over language

 Impeccable oral and written communication

 Planning and Execution skills

 Ability to receive and provide feedback in a positive manner

 Coaching and mentoring skill

 Interacting with diversity of people and people intensive industries

39
VARIATION OF SALARY WITH EXPERIENCE

Salary offered to the trainers according to the relevant experience fall in the range of:

Nature of Work

 Develop continuous learning program specific to Auto Component industry

 Identification of Training Needs, Develop Training plan, Action Plan

 Preparing and adhering to associate training calendar

 Marinating Training Database

 Coordinating well with different departments

 Design and drive the training and learning interventions for both technical and behavioral
training

 Budgeting guidelines for T&D activists

40
 Identify and maintain excellent relations with Internal and External Trainers

 Provide appropriate feedback to the management

 Set up and drive knowledge sharing forums and small group activities through employee
engagement and participation and create a knowledge and skill repository

 Monitor Training & Development to measure and evaluate ROI of the training function.

 Upgrade and implement training processes

 Implement innovative Training interventions

 Arrange institutional tie-up with specialized training institutes which provide automobile
industry specific training and other professional institutes for managerial / behavioral training

 Achieve training targets by imparting training

 Assessing capabilities of manpower by audits at the workshops and bridge the gap through
training

 Finalization and procurement of tools and equipment

 Plan and co-ordinate for conducting special training courses for skill enhancement of Service
Engineers and Dealers workshop staff

TRAINING PROVIDERS IN AUTOMOBILE SECTOR

Some of the training providers in Automobile Industry are:

1. ASK Technologies (India) Private limited

2. Saluja Cad Consultancy

3. Right Flow India

4. Mistral Solutions Pvt. Ltd

5. UsedCarWise.Com

41
AREAS COVERED IN TRAINING PROGRAM

Some of the areas covered in the training are:

 Architectural Drafting Design & CAD Tech

 Automotive Tech

 Computer Network Engineering

 ASE Master Certified Auto Training

 Auto body Tech

 Commercial Driver's License

 Automotive Technician

 HVAC/Refrigeration

 Marine Technology

 Motorcycle Mechanic

 Motorcycle Technician

 Motorcycle Technology

 Certified Auto Tech

 Certified Truck & Diesel Tech

 Master Auto & Diesel Tech

 Car Mechanic Courses

42
PREFERRED TRAINING METHODS

Some of the preferred methods of training in the automobile sector are:

 Workshop Seminar

 E-learning Training

 Instructor led class

 Computer Based Training (CBT)

TRAINING COURSES IN THE AUTOMOBILE SECTOR

The various Courses for employment opportunities in the sector are:

Degree Programs

 B.Tech./B.E. in Mechanical Engineering

 M.Tech Mechanical Engineering with specialization in Machine Design/Automobile

Engineering/CAD/CAM/Automation

The duration of degree programs are 4 years.

Diploma Programs

 Post Diploma in Automobile Engineering (PDAE)

 Licentiate in Mechanical Engineering (LME)
 Post Diploma in Robotics & Automation (PDRA)
Certificate Courses

 Certificate in Applied Thermodynamics

 Certificate in Engineering Mechanics
The certification courses takes from 6 months to 1 year.
Candidates with class XII in Physics, Math and Chemistry or Vocational Course are eligible.

43
 OBJECTIVES OF THE STUDY

The Objectives Are:

1. To know how the training and development process takes place in automobile industry.

2. To know the satisfaction level of employee towards training program.

3. To know whether employees are satisfied with teaching medium language at the time of
training.

4. To identify the factors which affect training and development

5. To know capability of the employees by upgrading their skills and knowledge after training
program.

44
 RESEARCH METHODOLOGY

The definition of research methodology is the process used to collect data and other types of
information for use in making business decisions. Examples of this type of methodology include
interviews, surveys, and research of publications. All of these types include the use of present
and historical information. When someone is doing theoretical work, paradigims can be used to
satisfy most of the criteria that are set forth for methodology. The use of paradigms work
because they are a constructive frame work.

RESEARCH DESIGN: DESCRIPTIVE

Data collection is a term used to describe a process of preparing and collecting business data -
for example as part of a process improvement or similar project.

Data collection usually takes place early on in an improvement project, and is often formalized
through a data collection Plan which often contains the following activity.

1. Pre collection activity – Agree goals, target data, definitions, methods

2. Collection – data collection

3. Present Findings – usually involves some form of sorting analysis and/or presentation. There
are two methods of data collection which are discussed below:

 PRIMARY DATA
 SECONDARY DATA

Data Collection Techniques

 QUESTIONNAIRE
 INTERVIEW

45
EXTERNAL SOURCE

 INTERNET

PRIMARY DATA

In primary data collection, you collect the data yourself using methods such as interviews and
questionnaires. The key point here is that the data you collect is unique to you and your research
and, until you publish, no one else has access to it. I have tried to collect the data using methods
such as interviews and questionnaires. The key point here is that the data collected is unique and
research and, no one else has access to it. It is done to get the real scenario and to get the original
data of present.

SECONDARY DATA

All methods of data collection can supply quantitative data (numbers, statistics or financial) or
qualitative data (usually words or text). Quantitative data may often be presented in tabular or
graphical form. Secondary data is data that has already been collected by someone else for a
different purpose to yours.

 INTERNET
 INTERVIEW
 QUESTIONARIES
 SOCIAL MEDIA

Need of using secondary data

1. Data is of use i n the collection of primary data.

2. They are one of the cheapest and easiest means of access to information.

3. Secondary data may actually provided enough information to resolve the problem being
investigated.

4. Secondary data can be a valuable source of new ideas that can be explored later through
primary research.
46
DATA COLLECTION TECHNIQUE

 Questionnaire: Questionnaire are a popular means of collecting data, but are difficult to
design and often require many rewrites before an acceptable questionnaire is produced. The
features included in questionnaire are:
 Theme and covering letter
 Instruction for completion
 Types of questions
 Length Interview: This technique is primarily used to gain an understanding of the
underlying reasons and motivations for people’s attitudes, preferences or behavior.
The interview was done by asking a general question. I encourage the respondent to
talk freely. I have used an unstructured format, the subsequent direction of the
interview being determined , and to know its intial problem.

SAMPLING METHODOLOGY

SAMPLING TECHNIQUE:

CONVENIENT SAMPLING
Initially, a rough draft was prepared keeping in mind the objective of the research. A pilot study
was done in order to know the accuracy of the questionnaire. The final questionnaire was arrived
only after certain important changes were done. Thus my sampling came out by the convenient
sampling.
Sampling Unit: The respondents who were asked to fill out questionnaires are the sampling
units. These comprise of employees of corporate HR, who had attended the personality
development workshop. EMPLOYEES OF HERO HONDA
Sampling Size: 30-50
Universe, Lucknow

47
INDUCTION/ORIENTATION TRAINING

These terms are interchangeably used to give a friendly welcome to the new employees as
members of the organization so also to introduce the new employee with the available
installations (plant and machineries, systems), work norms, organizational objectives and the job
position of the employee.4

Content:

 The company size, structure of the organization, history, market share

 Achievements, objective and mission.
 Product training
 Shop floor-rules and regulations
 Personnel policies
 Union contract
 Company services
 Service department

SOFT SKILL DEVELOPMENT TRAINING

Modules of soft skill development training in Automobile Sector

 Personality and positive attitude

 Business communication
 Team building and leadership
 Stress management and work-life balance
 Business etiquettes and corporate grooming

48
PERSONALITY & POSITIVE ATTITUDE

About the Module Personality as a whole cannot be defined without the positive attitude. It is the
positive attitude of a person that plays an important role in various decision making process and
reaction to responsibilities and challenges in work and life. The module has been developed to
help the individual to develop the understanding that how individual personalities can influence
the organizational development & the organizational success.

Objective of the Module

To understand the concept of Personality & positive attitude in relation to organizational success.

Coverage of the Module

 What is personality
 Attributes of personality
 Three levels of Personality
 Personality is uniqueness• Internal & External Qualities
 What are the determinants of personality
 What is a Organizational Personality
 Linking personality and organizations effectiveness
 How Positive Attitude can influenced Personality

49
BUSINESS COMMUNICATION

Background Effective communication is very crucial in the business success. It is the lifeblood
of a business organization. It includes conveying messages to other people clearly and
unambiguously. It’s also about receiving information that others are sending to you, withes little
distortion as possible. Doing this involves effort from both the sender of the message and the
receiver. And it’s a process that can be fraught with error, with messages muddled by the sender,
or misinterpreted by the recipient. When this isn’t detected, it can cause tremendous confusion,
wasted effort and missed opportunity.

Objective of the Module

To understand the importance of Business Communication in order to enhance the capabilities of

understanding and implementing the correct communication channel to bring the effectiveness of
the organization in order to succeed in business, and maintain good relationships with clients,
customers and employee.

Coverage of the Module

 What is communication?
 Need of communication
 Communication flow
 Types of Communication
 Barriers of Communication
 Overcoming tips of barrier
 Essentials of effective communication

50
TEAM BUILDING & LEADERSHIP

Background

In the context of globalization only high performing managers can survive, grow and excel. This
calls for continuous enhancement of the dynamics of leadership capabilities of managers.
Today’s managers will have to demonstrate positive leadership capabilities by creating and
sustaining trust, shared vision as well as synergy to achieve organizational goals.

Objective of the Module

 Understanding the role of leadership, teamwork and team-building.

 Improving business results by managing team dynamics; flexibility and resilience, self
management and emotional maturity Coverage of the Module
 Team Vs. Group• Team & Team Work
 The essentials of winning Team
 A good team player
 Stages of Team Building
 Leadership, teamwork & team-building
 Leader Vs. Manager

51
STRESS MANAGEMENT & WORK LIFE BALANCE

Background
During the last 20 years, the nature of jobs across globe has changed substantially resulting in
jobs becoming less and less physically demanding. Coupled with this, the change in life style,
has led to stress level increasing day by day, both at work place and at home. It is therefore of
utmost importance to understand the various transients affecting health and fitness levels of
individuals. In view of this, the module will help to take a proactive approach to stress
management in order to establish a work environment that is healthy, stress-free and fit.

Objective of the Module

To understand the stress level, its symptoms and various impacts and to develop better work life
balance strategies for leading a better life.

Coverage of the Module

 What is stress?
 Reasons of stress
 Symptoms& Impact of stress
 Managing Stress
 ABC Strategy
 Tips of de-stressing

52
BUSINESS ETIQUETTE & CORPORATE GROOMING

Background

Self –improvement and self –development has become imperative for survival in the changing
and competitive environment. Business Etiquette is a very important factor in determining the
success or failure of a business or a person. This module will guide to enhance the focus for
Business Etiquette & Corporate Grooming.

Objective of the Module

To understand the importance of Corporate grooming, Power Dressing and how to make our
body language effective in order to enhance personal effectiveness with good manners and
etiquettes in order to succeed in your business, be liked by people and maintain good
relationships with clients, customers and employees.

Coverage of the Module

 Business etiquette
 Corporate grooming
 Corporate ground rules
 Social niceties
 Meeting protocol
 Dining etiquette

53
EVALUATION OF TRAINING PROGRAM

 Written/Verbal feedback is obtained from the trainees participating in program of eight

hours or more duration.
 For all the training need where methodology is given coaching and on the job training, a
formal is sent to respective HOD and details shall be months. Received. The progress of all
such training need is received every six
 For all external programs of more than eight hour duration, a development evaluation form is
filled in by the person, attending the program and ratified by the superior. This form is
submitted to HOD (P&A). The implementation of learning are taken up for the review and
sent to HOD (P&A) by end of each quarter.

TRAINING RECORD

After the training program the details are recorded in the employee training record file in PC.
Employee’s wise training record is updated and cumulative copy of previous month is to be
filled. The record of successful completion of training with methodology of coaching and on job
training is maintained in the format. Nowadays all training record kept through TMS (Training
Management System). It is software specially designed for training.

PROJECT TRAINING

Project trainings are the time-to-time held training sessions held by the organization and with the
help of experienced and learned employees to train students outside the organizations, in various
practical fields, for the accomplishments of their compulsory projects

54
 DATA ANALYSIS & INTERPRETATION

What do you understand by training?

 Learning
 Enhancement of knowledge, Skill, Attitude
 Sharing of Information
 All of the above

0
Learning
4
0
Enhancement of
knowledge,skills, attitude
Sharing of Information
16

All of the above

INTERPRETATION: The above result shows that most of the employees of corporate HR are
well aware of the definition, inputs and purpose of the training program. They are self motivated
to attend such training program as it will result in their skill enhancement & improving their
interpersonal skill.

55
Training is must for enhancing productivity and performance.

 Completely agree 17
 Partially agree 3
 Disagree 0
 Unsure 0

0 0
3
Completely Agree

Partially Agree

17 Disagree

Unsure

INTERPRETATION: The above result shows that mostly all the employees of corporate HR
are well aware of the role and importance of the training. It means somewhere their productivity
and performance has been improved after the training program attended by them and it helped
them to achieve their goal.

56
(I). Have you attended any training program in the last 01 year?

 Yes 20
 No 0

Yes
No

20

INTERPRETATION: 100% respondents had attended training program in the last 01 year. It
means incorporate HR, Automobile Sector., time to time training is provided to all the
employees and it is continuous process.

57
(II). If yes, which module of soft skill development training?

 Personality and positive attitude 3

 Business communication 2
 Team building and leadership 0
 Stress management and work-life balance 2
 Business etiquettes and corporate grooming 0
 All of above 13
 If any other ,please specify 0

Personality and positive

attitude
3
Business
2 Communication
Team Building &
0 Leadership
2 Stress management and
13
0 worklife balance
Business etiquettes and
corporate grooming
All of the above

INTERPRETATION: 65% respondents had attended all the five modules of soft skill
development training. But besides soft skill development training, Corporate HR Automobile
Sector. should alsoprovide product/process or skill based training to enhance the employability.

58
(I). After the training, have you given feedback of it?

 Yes 20
 No 0

YES
NO

20

INTERPRETATION: 100% respondent had given feedback after attending the training. It
means each and every respondent is well aware of the importance of giving feedback. They
know that their feedback is very important to identify the effectiveness and valuation of training
program.

59
(II). If yes, through which method?

 Questionnaire 16
 Interview 2
 Supplement test 2
 Any other 0

0 Questionnaire

12
Interview

16
Supplement
Test

2 Any other

INTERPRETATION: The above result shows that the questionnaire is the most popular
method of evaluating the training program and other methods are not very much in practice in
corporate HR, Automobile Sector. But since there are various other methods of evaluation of
training program like interviews, supplement test, self diaries& observation so it should also
implement the other methods also to identify the ROI (return on investment) & effectiveness and
valuation of the training program.

60
Which method of post training feedback according to you is more appropriate?

 Observation 5
 Questionnaire 3
 Interviews 8
 Self diaries 3
 Supplement test 1

1 Observation
3 5
Ouestionnaire

Interviews

3
Self-diaries
8
Supplement Test

INTERPRETATION: Corporate HR, Automobile Sector., mostly use the questionnaire to get
the feedback of trainees but only 15% respondents are in favor of questionnaire because in it
there is a possibility of getting inaccurate data and in this responding conditions are also not
controlled.

61
(I). Do you think that the feedback can evaluate the training effectiveness?

 Yes 20
 No 0

YES

NO

20

INTERPRETATION: 100% respondents think that the feedback can evaluate the training
effectiveness. It means that employees in the Corporate HR, Automobile Sector are well
aware of the importance of taking feedback after the training.

62
(II).If yes, how can the post training feedbacks can help the participants?

 Improve job performance 1

 An aid to future planning 3
 Motivate to do better 2
 All of the above 14
 None 0

Improve jo
0 1
performance
3
An aid to future
planning

Motivavateto do
2 better

All of the above

14

None

INTERPRETATION: 70% respondent feel that the post training feedback can help the
participants to improve their job performance, is an aid to future planning and can motivate to do
better. It means that they are benefited by giving feedback of the training, attended by them.

63
Post training evaluation focus on result rather than on the effort expended in conducting
training.

 Completely agree 14
 Partially agree 6
 Disagree 0
 Unsure 0

0
Completely agree
6

Partially agree

Disagree
14

Unsure

INTERPRETATION:70% respondents are completely agree and 30% respondents are partially
agree with the statement that post training evaluation focus on result rather than on the effort
expended in conducting training program. It means that all the respondent are well aware of the
purpose and objective of the post training evaluation.

64
What should be the approach of post training evaluation?

 Trainer centered 2
 Trainee centered 2
 Subject centered 8
 All of the above 8

2 Trainer centered
2
8
Trainee centered

Subject centered

8
All of the above

INTERPRETATION

 40% respondents feel that the approach of post training evaluation should be subject centered
and 40% respondent also feel that it should be trainer, trainee and subject centered.
 II. 10% respondents are in favor of trainee centered approach and 10% respondents are in
favor of trainer centered approach. It means that the evaluation procedure should be
implemented concerning trainer, trainee and subject.

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What should be the ideal time to evaluate the training?

 Immediate after training 6

 After 15 days 7
 After 1 month 4
 Can’t say 3

Immediate After
3 Training
6
After 15 days

4
After 1 month

Can’t say
7

INTERPRETATION: 35% respondent feel that training should be evaluate after 15 days.30%
feel that it should be immediate after training. 20% feel that ideal time to evaluate the training is
after 1month and 15% are unsure. Since each respondent had attended different training
program. So the ideal time of evaluation of training depends on types of training. It could be vary
for different training.

66
Should the post training evaluation procedure reviewed and revised periodically?

 Yes 16
 No 2
 Can’t say 2

2
2
Yes

No

Can’t say
16

INTERPRETATION: 80% respondents feel that the post training evaluation procedure should
be reviewed and revised periodically. It means that it has to be a continuous process and be taken
regularly by the line manager/Reporting manager of the participants. It could also be taken by
peer group. Still 10% feel that the post training evaluation procedure should not be reviewed and
revised periodically. It means they are satisfied with the post training evaluation procedure,
followed by Corporate HR, Automobile Sector.

67
Is the whole feedback exercise after the training worth the time, money and effort?

 Yes 18
 No 2
 Can’t say 0

2 0

Yes

No

Can’t say

18

INTERPRETATION:90% respondents feel that the whole feedback exercise worth the time,
money and effort and 10% respondent are not agree with this. It means that feedback exercise is
valuable and wrathful for the participant to achieve their personal goal as well as for the
organization. Still 10% are unsure about it. So there is a need to create awareness among them
that how much the feedback exercise is important to identify the effectiveness and valuation of
the training program, to identify the ROI, need of retraining and the points to improve the
training.

68
The post training feedback can be used:

 To identify the effectiveness and valuation of training program 3

 To identify the ROI (return on investment) 2
 To identify the need of retraining 0
 To provide the points to improve the training 0
 All of above 15

To identify the To identify the To identify the To provide the All of above
effectiveness ROI (return on need of points to
and valuation investment) retraining improve the
of training training
program

INTERPRETATION: 75% respondents feels that post training feedback can be used to identify
the effectiveness and valuation of training program, to identify the ROI, to identify the need of
retraining and to provide the points to improve the training. And others are also aware of the
importance of post training feedback.

69
 FINDINGS

 Mostly all the employees of corporate HR are well aware of the role and importance of
the training They are self motivated to attend such training program as it will result in
their skill enhancement & improving their interpersonal skill.
 Corporate HR, Automobile Sector, time to time training is provided to all the employees
and it is continuous process.
 Two types of training are provided to the employees by Corporate Automobile Sector. -
induction training and soft skill development training.
 Questionnaire is the most popular mean of evaluating the training program in Automobile
Sector.
 Post training evaluation focus on result rather than on the effort expended in conducting
the training and it worth the time, money and effort.
 Most of the participants are benefitted by giving feedback after attended the training. It
motivated them to do better, helped them to increase their job performance and is an aid
to future planning.

70
 SUGGESTIONS

The management must commit itself to allocate major resources and adequate time to training.
Ensure that training contribute to competitive strategies of the firm. Different strategies need
different HR skill for implementation. Let training help employees at all levels acquire the
needed skill. Ensure that a comprehensive and systematic approach to training exists, and
training and retraining are done at all levels on a continuous and ongoing basis.

Ensure that there is proper linkage among organizational, operational and individual training
needs. Skill based training (product/process training) should also be provided. Besides
questionnaire other methods of post training evaluation should also be used like interviews, self
diaries, observation and supplement test. The evaluation procedure must be implemented
concerning trainer, trainee and subject. Post training feedback has to be continuous and should
also be taken from line manager/superior & from peers to find out the effectiveness and
valuation of training

71
 CONCLUSION

Professional competence describes the state-of-the-art, Area- knowledge, expertise and skill
relevant for performing excellently within a specific functional department. This competence
insures that technical knowledge is both present and used within a firm forth welfare of its stake-
holders. To develop this competence regular Training and Development is required Therefore,
Training initiatives and programs have become a priority for Human Resources. As business
markets change due to an increase in technology initiatives, companies need to spend more time
and money on training employees. Business climate employee development is critical to
corporate success and organizations are investing more in their employees training and
development needs. Training evaluation is the important part of training process. It provides a
feedback and helps the sponsors and the resource persons for improvement at the level of
individual performance and in the strategy formulation for training and development. Post
training evaluation can be used to identify the effectiveness and valuation of training
programmed, to identify the ROI (return on investment), to identify the need of retraining and to
provide the points to improve the training.

72
 BIBLIOGRAPHY

BOOKS REFERRED:

Make Training Evaluation Work – Jack.J.Phillips, ASTD Publishers

Everything You Ever Needed To Know About Training – Kaye Theme& David Mackey

AMACOM-2007, Grooming Personality & Development – Elizabeth Hurlock,

Tata McGrawHill.com

WEBSITE REFERRED:

www.google.com

www. automobilesector.com

www.scribd.com

www.wikepedia.com

www.hrguide.com

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 QUESTIONNAIRE
NAME:

DEGINATION:

GENDER:

AGE:

1. What do you understand by training?

 Learning
 Enhancement of knowledge, Skill, Attitude
 Sharing of Information
 All of the above

2. Training is must for enhancing productivity and performance.

 Completely agree 17
 Partially agree 3
 Disagree 0
 Unsure 0

3. (I). Have you attended any training program in the last 01 year?

 Yes 20
 No 0

(II) If yes, which module of soft skill development training?

 Personality and positive attitude 3

 Business communication 2
 Team building and leadership 0
 Stress management and work-life balance 2
 Business etiquettes and corporate grooming 0
 All of above 13

74
  If any other ,please specify 0

4. (I). After the training, have you given feedback of it?

 Yes 20
 No 0

(II). If yes, through which method?

 Questionnaire 16
 Interview 2
 Supplement test 2
 Any other 0

5. Which method of post training feedback according to you is more appropriate?

 Observation 5
 Questionnaire 3
 Interviews 8
 Self diaries 3
 Supplement test 1

6. (I). Do you think that the feedback can evaluate the training effectiveness?

 Yes 20
 No 0

(II).If yes, how can the post training feedbacks can help the participants?

 Improve job performance 1

 An aid to future planning 3
 Motivate to do better 2
 All of the above 14
 None 0

75
7. Post training evaluation focus on result rather than on the effort expended in conducting
training.

 Completely agree 14
 Partially agree 6
 Disagree 0
 Unsure 0

8. What should be the approach of post training evaluation?

 Trainer centered 2
 Trainee centered 2
 Subject centered 8
 All of the above 8

9. What should be the ideal time to evaluate the training?

 Immediate after training 6

 After 15 days 7
 After 1 month 4
 Can’t say 3

10. Should the post training evaluation procedure reviewed and revised periodically?

 Yes 16
 No 2
 Can’t say 2

76
11. Is the whole feedback exercise after the training worth the time, money and effort?

 Yes 18
 No 2
 Can’t say 0

12. The post training feedback can be used:

 To identify the effectiveness and valuation of training program 3

 To identify the ROI (return on investment) 2
 To identify the need of retraining 0
 To provide the points to improve the training 0
 All of above 15

77