SUMMER TRAINING REPORT ON TRAINING AND DEVELOPMENT PROCESS AT MINDA CORPORATION

SUBMITTED IN PARTIAL FULFILLMENT OF THE REQUIREMENT FOR THE AWARD OF THE DEGREE OF

MASTER IN BUSINESS ADMINISTRATIION

INTERNAL GUIDE, Dr. Deepak Kumar Rao

SUBMITTED BY, Ankur Pandey

H.O.D Mrs. Veera Lakshmi

COER SCHOOL OF MANAGEMENT

COLLEGE OF ENGINEERING ROORKEE ROORKEE-247667 INDIA (UTTRAKHAND TECHNICAL UNIVERSITY, DEHRADUN) AUGUST 2008

ACKNOWLEDGEMENT
During the course of studies one has to undergo the training which is considered to be the stepping stone on a move made towards ones Professional career.

I wish to express my gratitude to the following professionals of MINDA CORPORATION LTD who were instrumental in providing me this training related to HR

It is a great privilege and matter of honour for me to complete this project on TRAINING AND DEVELOPMENT under the able guidance of Mrs. Veera Lakshmi.

My special thanks to esteem Mr. B.VARAPRASAD (HR MANAGER) for his invaluable support and guidance during training period and supervising my work very earnestly.

VANDANA SINGH

TO WHOM SO EVER IT MAY CONCERN

This is to certify that VANDANA SINGH D/O Mr. RATAN SINGH from COER- SCHOOL OF MANAGEMENT has undergone training with us from 16th JUNE to 31st JULY 2008. He has been found very responsible and sincere during the whole course of training period. His conduct during the training was excellent. We wish him all success for all his future endeavors. The matter embodied in this report has not been submitted by us for the award of any other degree.

VANDANA SINGH

This is to certify that above statement made by the candidates is correct to the best of my knowledge.

Dr. SUJATA KAR PROJECT GUIDE, COER-SM.

As a part of our course curriculum we are suppose to be a part of any organization as a summer trainee so that on the partial completion of our course we can get a feel of corporate world. I have done my summer training with MINDA CORPORATION LIMITED in HR department and as apart of that training I have been allotted a project on TRAINING AND DEVELOPMENT PROCESS AT MINDA CORPORATION LTD.

I have undertaken this project with clearly defined objectives, which are: Improving quality of staff Improving quality of product Reducing operating costs Opening new markets, etc

Training & Development are designed, considerable costs not with standing, to impart specific skills, abilities and knowledge to employees. Distinction is often made between training and education, and between these two and development.

Training refers to imparting specific skills education is the process of theoretical learning in classrooms.

Development refers to learning opportunities designed to help employees grow and evolve a vision about the future.

CONTENTS
Objective And Scope Of The Study Company Profile Overview Products Project Introduction Research Methodology Analysis and Interpretation Suggestion and Recommendation Bibliography Annexure

Page No.

7-8 9-16

17-45 46-58

59-61 62-63 64-72

OBJECTIVES AND SCOPE OF STUDY

The scope of study of this project is focused on variety of reasons why an employer or employee may decide to follow a training programme. Some of the major reasons include gaining a competitive edge, improving personal skills, satisfying legislation or code requirements, achieving individuals rewards and gaining recognition (e.g. Investor in people).

These general objectives of training can be broken into a series of more specific aims:

Gaining a competitive edge: Improving quality of staff Improving quality of product Reducing operating costs Opening new markets, etc

Improving personal skills: Career-path development Staff multi-skilling and flexibility Obtaining recognized qualifications

Developing management technique

COMPANY INTRODUCTION
About the company where the project is being done: The proposed project is conducted at Minda Corporation Ltd. The journey began in 1989, with the need to provide for better locking systems for the Indian Automobile Industry. Today, An state-of -art manufacturing unit in Noida bear testimony to the fact that quality of locks designed and manufactured by Minda Huf enjoy a preferred status with our vast customer base in India and overseas.
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MINDA HUF LIMITED To improve technology to international standards, Minda entered into a joint venture with M/s Hulsbeck and Furst Gmbh & Co. (HUF) of Germany, who are amongst the largest automotive lock manufacturers, having 3 plants worldwide. Minda Huf has modern manufacturing facilities, state-of-the-art

manufacturing equipment and processes, to meet the expanding demands of the automobile industry.

Behind all this is a team of motivated employees whose skills are regularly honed and updated. Continuous improvement, Kaizen, 5S Training characterize a strong culture. Minda Huf is a QS-9000 accredited company and have been recommended for the ISO 14001 certification.

Based on customer requirements the product range has increased to include steering locks, ignition switches, door locks, hatch back and tailgate locks, door handles, fuel tank caps and many other types of locks. Since the joint venture with HUF is terminated and the company name has changed into MINDA CORPORATION LIMITED.

Minda has installed a host of quality control measures. Some of them are product reliability testing facilities, environmental test facility, and quality planning including FMEA, APQP, and MSA.

By dint of their ambition to lead the market and determination to give their best to their customers, Minda locks have earned the respect of the Indian

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automobile industry. With technological and manpower strengths they are set to storm the new millennium - the Minda way.

Minda's commitment is amply reflected by its prestigious customers. In the four wheeler segment it is Telco, Ford, GM, Daewoo, Fiat, Mahindra & Mahindra, BTL, Maruti, Toyota, Tafe. In the two / three wheeler segment Bajaj, Escorts, Kinetic Honda, LML, Hero Motors, Hero Honda, TVS Suzuki, Honda Scooters among others. In addition to Indian OEMs, Minda is exporting locks to International OEMs like Piaggio, Italy, Peugeot of France & Aprilla of Italy. Not to mention the prestigious Daimler Chrysler.

Customers rely on Minda because they are safe & secure

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PRODUCTS OF THE COMPANY

PRODUCTS

Noida & Pune based Minda Corporation Ltd and Minda Valeo Security Systems Pvt. Ltd. manages the manufacturing and products include mechanical and electronic security systems like door handles, fuel tank locks and remote operated immobilizers and alarms amongst others.

INSTRUMENT PANELS

Manufactured at Pune by Minda Stonebridge Instruments Ltd, the Products include: Instrument Clusters, Speedometers, Odometers, Fuel gauge, Temperature gauge, Sensors, Tank Units and Indicators.
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CONNECTIVE SYSTEM

With the merger of Minda Wire links (P) Ltd. and Minda SAI Ltd. We now produce all types of Wiring Harnesses, Wiring Sets and Components. DIE CASTED COMPONENTS

Pressured Die Casted Components: Zinc & Aluminium

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PRODUCTS

AUTOMOTIVE LOCK PARTS (For Two wheelers, Cars & Commercial Vehicle Application)

AUTOMOTIVE DOOR HANDLES (For Cars & Commercial Vehicle Application)

TWO WHEELER FUEL TANK PARTS

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AUTOMOTIVE SWITCH & MIRROR BRACKETS (For Cars & Commercial Vehicle Application)

BREAK SYSTEM PARTS (For Two Wheeler Application)

OTHER AUTOMOTIVE PARTS

ELECTRICAL COMPONENTS

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TRAINING & DEVELOPMENT

INTRODUCTION
Training & development is one of the most effective means for inculcating dynamism and self-renewing capability. It also attempts to cope up with the barriers to the competencies and nourishes the overall health of the organization. Our aim is to integrate individuals development needs with the business needs and make training a participative process

IMPORTANCE OF TRAINING
The main importance of training is to reduce accidents, eliminating wastage and increase quality in these areas as: Training brings improvements in employee skill, which in turn increases the quality and quantity of output. This increase in primary objectives will be reflected in increased returns to employees; personal rewards being affected by individual productivity. There is the ever-present need for training men on the job to meet changing techniques frequently. Jobs have a way of changing. So, men must be retained to handle the new jobs and to meet the requirements of the new methods properly
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OBJECTIVES OF TRAINING
The personnel Manager formulate the following training objectives keeping the companys overall objectives in mind: To prepare the employee both new and old to meet the present as well as the changing requirements of the job and the organization. To prevent obsolescence. To impart the new entrants the basic knowledge and skills they need for an intelligent performance of a specific job. To prepare employees for higher level tasks. To assist employees to function more effectively in their present positions by exposing them to the latest concepts, information and techniques and developing the skills they will need in their particular fields. To builds up a second line of competent officers and prepare them to occupy more responsible positions. To ensure economical output of required quality. To promote individual and collective morale, a sense of responsibility, co-operative attitudes and good relationships.

Training helps in acquiring problem solving skills. Much of a managers work is solving problems. These include organizing his own and his subordinates activities, planning and a wide range of other decision-making activities.

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TYPES OF TRAINING
Training methods and content may not be the same for different categories of employees. As such management has to offer training to different categories of employees based on job analysis. The methods adopted would therefore, be different. The different types of training are as follows: INDUCTION OR ORIENTATION TRAINING: - It is a type of training given as an initial preparation upon taking up a post. Its goal is to help new employees reach the level of performance expected from an experienced worker. Induction programme is carried out, in order to help new entrants to overcome his sense of eagerness to familiarize with the organization, introducing to his colleagues, explaining them the rules & regulations, policies and procedures that directly affects him, making him aware of his duties, responsibilities and to whom he/she should look for when he/she has any problem and to tell him how are they going to contribute towards and prosperity of the organization, so that he is able to give his best to the organization. JOB TRAINING:-The objective of job training is to increase the knowledge of workers about the job with them are concerned, so that their efficiency, skills and performance can be improved. In job training, workers are given training to learn about correct

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methods of handling machines, equipment, avoiding accidents and minimizing wastes.

REFRESHER TRAINING: - With the passage of time, employees may forget some of the methods, which were taught to them, or they may have become outdated because of technological development and improved techniques of management and production. Refresher training is arranged for existing employees in order to provide them an opportunity to revive and also improve their knowledge.

APPRENTICESHIP TRAINING: - Apprenticeship is a system of training a new generation of skilled crafts practitioners .Apprentices build their careers from apprenticeships. Most of their training is done on the while working for an employers who helps the apprentices learn their trade. It is widely used in many industries. Under this method both knowledge and skills required for a job are taught to the employees of a company. The apprenticeship programmes involve on-the-job training and experience with classroom instruction for particular topics.

INTERNSHIP TRAINING: - It is usually meant for those jobs where advanced theoretical knowledge is to be backed up by practical experience on the job. Under this method, the

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professional institutes enter into arrangement with a big business enterprise for providing practical knowledge to its student.

TRAINING POLICY :
Minda Corporation Limited strives to align the personal development and growth of each employee with the long and short-term business goals and growth of the company. Because self-improvement and skill development is keys to the success and longevity of a high-tech company like Minda Huf, the company has to ensure that its people have easy access to the highest level of quality training. The objectives of Training are to help all Minda people to : Excel in their present jobs. Develop them for higher responsibilities. Inculcate ability and desire to train and educate others. Last year Training Target of Minda Corporation was 10 hours per employee. i.e. every employee must undergo minimum of 10 hours of training in the year. Annual Calendar of Training programme is released in the month of April every year. At the beginning of every month, monthly training Calendar is also released in line with the Annual Training Calendar. However, at times based on the intermittent requirements, some programmes are also included besides the prefixed Annual Training calendar.
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 Training needs for each employee is identified and recorded keeping Organizational needs, JV partner's needs, Business needs & Customers specific requirement into consideration in during the Annual appraisal process One also recommended for out-house training only on need base. Participants deputed for attending a training programme outside the Factor submit a copy of his training material / report about the suitability of the programme to Library and take a briefing session or for other employees related to the concerned area. Minda is also deputing engineers for overseas training at its JV Partner, HUF, Germany for improvement of skills and increasing capabilities of shouldering higher responsibility. Persons deputed for short term / long term training shall have to execute a Service Bond for a specific period, with Minda Huf sponsoring him, prior to proceeding for training.

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BENEFITS OF TRAINING
The benefits of training to an organization are: Training helps the employee increase their level of performance on their assignments. An increase in skill usually helps increase both the quality and quantity of output. Training does not eliminate the need for supervision, but it reduces the need for constant supervision. Trained employees will make economical use of materials and equipment. This will reduce wastage of materials

The benefits of training for the employees: Employees on a personal basis individually from training. Training improves the performance of the employee and makes him more useful and productive. Old employees are provided with refresh training to enable them to know about the changing methods, techniques and used of equipment. Training creates a feeling of confidence in the minds of employees. It gives safety and security to them in the organization.

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TRAINING NEED ASSESSMENT SYSTEM AT MINDA CORPORATION LIMITED

Training needs are identified both as a corrective measure arising out of the gap analysis a tool used during appraisal to identify the necessary skills required for a particular job and also the developmental needs of the employees. The training needs could be both short-term and long-term. In addition to that there could be some urgent requirement of a particular training based on customers needs or business or certain environment needs that require training of the employee on a priority.

For example: - A staff member in the purchase departments who needs to work on a system called MS9000 concepts requires to be trained on priority for the same as it was the mandatory requirements by one of the customer i.e. ford which was identified after the finalization of annual training calendar, despite the same training was carried out on the MS9000. A list of the type of programme that is conducted is enclosed here: There could be addition/deletion/upgradation to this list based on requirement.

Minda Corporation also being QS: 9000 certified company includes training as part of the QS procedure. So, the training as well as the forms used has been standardized in tune with the same across all the other units

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TRAINING PROCESS Step 1

Determination of training needs

Step 2

Development of training objectives

Step - 3

Development of training programmes in consultation with line executives

Step - 4

Administration of and instruction for various courses

Step - 5

Preparation of training instructions

Step - 6

Evaluations of effectiveness of training programme & follow up

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TRAINING AT MINDA CORPORATION

WHAT IS TRAINING?

Training is defined as a planned programme designed to improve performance & bring about measurable changes in knowledge, skills, attitude & social behavior of employees. In other words, training enables an employee to do his present efficiently thereby upgrading his skills. Training imparts the ability to detect and correct error.

1. Training is needed to bridge the gap between what the employee has & what the job demands. 2. It is necessary to make employees versatile so that they can be placed on various jobs depending on organizational needs. 3. It helps in preparing existing employees to carry out higher level jobs. 4. It also helps in keeping employees abreast of latest developments in job operations such as change in technology. 5. Trained employees can perform their work effectively even with little supervision

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METHODS OF TRAINING
Training methods may be classified on the basis of location of training. On this basis, training methods are broadly classified as below: A On the job Training B Off the job Training

A On the job Training:

This training is provided when employees are

taught relevant knowledge, skill & abilities at the actual workplace. On the job training methods are as working and empowerment whereby people are encouraged to take greater responsibility for their work and that of the team. COACHING: - In coaching the trainee is placed under a particular supervisor who acts as an instructor and teaches job knowledge and skills to the trainee. He tells him what he wants him to do, how it can be done and follow up while it is being done and corrects errors. Coaching should be distinguished from counseling .counseling involves a discussion between the boss and his subordinates of area concerned with the mans hopes, fear, emotions and aspiration. It reaches into very personal and delicate matters. To be done correctly, counseling demands considerable background and ability on the part of the counselor. If carried out poorly, it may do considerable damage. The act of coaching can be done in several ways. The executive apart from asking them to do the routine work may ask them to tackle some complex problem by giving them chance to participate in decisionmaking.

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One of the important limitations of this technique is that the individual can not develop much beyond the limits of his own bosss abilities.

JOB ROTATION: - The transferring of executive from job-to-job and from departments-to-department in a systematic manner is called job rotations. When a manager is posted to a new job as a part of such a programme .it is not merely an orientation assignments. He has to assume the full responsibility and perform all kinds of duties. The ideas behind this are to give him the required diversified skills and a boarder outlook, which are very important at the senior management levels. It is up to the management to provide a variety of job experiences for those judged to have the potential for higher ranks before they are promoted.

Job rotation increases the interdepartmental co-operation and reduces the monotony of work. It helps the executive to develop general management perspective and does not allow them to continue themselves to their specialized field only. JOB INSTRUCTION: - This method is also known as training through step by step. Under this method, trainer explains the way for doing the jobs, job knowledge and skills and allows him to do the job. The trainer appraises the performance of the trainee, provided feedback information and corrects the trainee as show in the exhibit.

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Exhibits: - process of training under job instructing method

Step-1

Prepare the employee for instruction put at case

Step-2

Present the job

Step-3
Have him do the job

Step-4

Follow through

B Off the job Training: Off the job requires trainees to learn other than the real workplace. It is done with the aim of bringing employees to a place where the frustration & bustle of work are eliminated. This enables trainee to study & understand theoretical information or be exposed to new & innovative ideas. Off the job training methods are as follows: VESTIBULE TRAINING: - In this method actual work conditions are simulated in a classroom. Material, files and equipments those are used in actual job performance are also used in training. This type of training is commonly used for training personnel for clerical and semi-skilled jobs. The duration of this training ranges from a few days to a few weeks.

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 ROLE PLAYING: - Role playing is a training technique where, with a script participants act out a situation in front of the rest of the group. In order to decide what they will say and do in the role play, participants are given a situation described in detail and assigned a role to play. Role players and observers are aware of the general situation, but individual role players may be the only ones aware of the intricacies of their respective roles. LECTURE: - The lecture is by definition, words spoken by the instructor. It is thus a verbal-symbol medium. Offering a relatively passive and unstimulating experience for learners, unless the speaker has unusual vocal and rhetorical talent. The lecturer needs plenty of interesting examples to illustrates theory, colorful and persuasive language to enhance a well-organized pattern of ideas, and a pleasant and stimulating voice. CONFERENCE & SEMINARS TRAINING: - A conference seminar is a meeting of several people to discuss the subjects of common interest. Better contribution from members can be expected as each one builds upon ideas of other participants. This method is best suited when a problem has to be analyzes and examined from different view points. It helps the member develop their ability to modify their attitudes. Participants enjoy this method of learning as they get an opportunity to express their views, this method is used for executive development as it helps them to identify, define, guide, discuss and summarize a problem or a situation.

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 PROGRAMMED INSTRUCTIONS:-programmed instruction is one of the innovation technology developed in recent years. The material to be learned is prepared in such a way that it can be presented to the learner in a series of sequential steps. These steps progress from simple to more complex. The biggest advantage of this method is that the learning takes place at the students own pace. He proceeds from frame to frame. If his response is correct, he immediately gets information indicating that his response was correct and he can proceed to the next step. If his response is incorrect, he is instructed to restudy the material or he is told why his response was wrong. It is thus possible to guide the progress of students in an orderly manner just as a tutor would do. This method is expansive and time consuming.

The training process is made up of three phases:

1. Pre-Training:- This may also be called the preparation phase. The process starts with an understanding of the situation requiring more effective behaviour. It helps to determine the type of training needs a group/individual has & what training can be provided so as to achieve organization goals i.e. how needs can be fitted in achieving the overall organizational objectives.

2. Training: - During the course of the training participants focus their attention on the new impressions that seem useful, stimulating and engaging. There is no guarantee that the participants will in fact learn

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what they have chosen. But the main purpose remains: participants explore in a training situation what interests them and a training institutions basic task is to provide the necessary opportunities. Finally, they incorporate this new fact into their habitual behaviour in the training situation. If they do not find it useful, they discard it, try some variant, or discontinue learning in this direction. 3. Post-Training:- This may be called the follow up phase. When training per se concludes, the situation changes. When the participants return back to work from the training, a process of adjustment begins for everyone involved. The newly learned skills undergo modification to fit the work situation. Participants may find their organization offering encouragement to use the training and also support for continuing contact with the training institution. On the other hand, they may step into a quagmire of negativity.

Training Plan Document

After identification of training needs through above indicated mechanism, a final consolidation for all the relevant inputs is carried out by the Head-HRD after discussion with the Dept. Heads and finally approved by the Divisional Head. A Training Plan document is made by HRD which contain the following:

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a) Review of training achievement for preceding year b) Training target for the current financial year c) Training budget d) Identification of training need e) Training Effectiveness Monitoring f) Monthly Training Calendar

Imparting Training Training schedule will be implemented through following types of training:

In-House training Training Programs conducted inside the premises of the factory are treated as in-house training. These training can be imparted by Internal/External faculty depending upon the requirement of General/Specific training needs.

Outhouse training Training programs conducted and organized by outside agency/Training Organization /Institute and attended by the employee through nominations are treated as out-house training .

Recruitment: Recruitment of the personnel is done on the basis of job profile requirements of position indicated in Responsibility & Authority manual.

Induction Training: In order to familiarize the new employee in his new job/location; Induction training is organized as per the schedule issued by the HRD department.
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However, employees from other department/functions, assist/co-operate as per the Induction Schedule.

Worker Training Group training needs is identified by Head-HRD in consultation with respective functional Heads. Training is imparted in batches according to the monthly training schedule.

Training Effectiveness
Evaluation of training programs, is ascertained by the help of training feedback Questionnaire The degree of effectiveness of training input is assessed by one or more of the following modes: a) Post Training Test (Wherever applicable). b) Feedback on training input matrix duly filled by concerned HODs on quarterly basis. The data pertaining to Training activities for each month is made available to the Top Management through Quarterly Management Information System for review.

TRAINERS ROLE
Training is extremely important when you consider the changes that are taking place in the work environment today, workforce, shortages of skilled
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workers technological advancements, increasing global competition and the nationalization efforts that play such a primary role in the local region. Managers are responsible for setting up a training that has a clearly define structure and objectives that are understood by everyone involved with the development process. Now that the managers role is understood we need to focus on the individuals that will have the biggest roles in the integrated competency-based system, the trainer and trainee!

The trainer is often referred to as one of the most important players in the training process because they are responsible for guiding the trainee through the learning process. Trainers must be competent, have good communication and strong inter-personal skills. Trainers must determine what the trainee is capable of learning at any given time and then present the training and development activities in a clear and logical manner so the trainee is capable of performing the required tasks.

In order to do this the trainer must ensure each trainee understands what is expected of them, how the work should be accomplished and what criteria will be used to measure and evaluate the trainees efforts.

STEPS IN TRAINING
PLAN THE TRAINING: - The trainer must decide what training activities will take place and integrate these activities with real day-to-day work assignments. Once the plan is established the trainer will also be responsible for discussing the assignment with the trainee so that an orderly approach is

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taken. During the planning phase the trainer should also review all appropriate documentation and material related to what they are going to teach the trainee. 1. SCHEDULE THE TRAINING SESSIONS:- The trainer should review the trainees ability and match it against the current operational requirements in order to determine the appropriate time to conduct training activities.

2. CONDUCT TRAINING ACTIVITIES: - The trainer should start the training session by explaining the objective of the training activity to the trainee and explain why they need to learn the material. The trainer must then demonstrate the proper way of completing the task or operation. A good trainer ensures that each and every trainee immediately practices the skills they have learned under the trainers supervision. The trainer also needs to allow the trainee enough time to practice the tasks before being evaluated.

3. EVALUATE TRAINING: - The trainer has many different evaluation methods at their disposal, such as, written tests, interviews, observation, work samples and reports. The observation method is used to evaluate a trainees performance .the trainer watches to ensure all procedures were being done correctly, safety and in the proper sequence. The trainer then provides feedback to the trainee and their manager, if required. The feedback would point out the strengths and weakness of the trainees performance.

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4. DOCUMENT TRAINING ACTIVITIES: - Finally, the trainer should document the results of the training activities and if appropriate, the results of the training evaluation. Documenting training is important for a number of reasons but the most important is that it provides a record of the trainees performance. This record is extremely helpful when a trainee is receiving training and guidance from more than one individual. Having a formal training record allows everyone involved with the training & development process to concentrate on what trainee needs next instead of spending time trying to figure out what has already been accomplished!

IMPLEMENTATION OF TRAINING PROGRAMME

To put training programme into effect according to definite plan or procedure is called training implementation.

To put training program into effect according to definite plan or procedure is called 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

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Training design involves designing of training programme for skilled, semiskilled and unskilled worker. In an organization, the trainers and the management are mainly involved in the designing of a training programme. A training programme should be designed in such a way that the employees of an organization are included to completely utilize their potential for fulfilling the organizational objectives. There are various types of programmes that can be implemented by the trainers. When designing a training programme, the structured of the organization needs to be considered. The management of an organization plays different roles, which includes administrator and consultant in training and development.

EVALUTION OF EFFECTIVENESS OF TRAINING PRGRAMME

The effectiveness of any training program is essential to know how much the participants have understood; learned & how well they are going to use their new skill on the job. It also helps to know whether the training program being conducted has been able to achieve the desired results or not like reducing turnover, reducing wastage etc. Other than, effectiveness of a training programme also depends on a proper analysis of learning needs, the design of appropriate curriculum, skills in teaching methodologies, and selection of appropriate learning materials.

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Evaluating of Training

Trainer

Trainees

AT MCL, FOLLOWING WAYS ARE TAKEN INTO CONSIDERATION FOR EVALUATION OF TRAINING PROGRAMME

For Trainees:
1. Questionnaire:
After each session of training program the participants are subjected to test so as to judge the level of understanding of each participant from the training program. These kinds of test enable to decide, how effective the program was? This helps in order to ascertain the degree of absorption of the training inputs.

2. Presentations (If required):

This is mainly done in case of

specific needs where it is not feasible to organize in-house training program. The nominated employee undertakes the training and if he finds out that the training will be of useful or is important for other employees then he after

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taking to the Head HRD organizes the training program within the company.

For Trainer:
1. Feedback form: After every training program, participants get the chance of rating the training program being conducted. This feedback form is filled by the trainees in whom many questions relating to material, communication skill of the trainer, slides, and performance are asked. In other words, overall performance of trainer and feedback of participants are evaluated by the help of Training Evaluation Effectiveness Sheet. The following format

2. System of Management Information System:

Every month MIS is prepared by HRD which acts as a record where by training detail are filed. This report contains information of what was planned and what happened in actual training like how many of them attended the program (group size). What was the reason of training not been conducted when it was planned etc. The following format prepared of those nominated. They are informed about the program at least a week advance through mail and also through a training circular that is sent across to them. Signatures of the participants are taken as confirmation. Participants deputed for

attending training programmes outside the factory submit a copy of the training material / report about the suitability of the programme to HRD

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and take a briefing session or for the other employees or sharing the learning experience with the colleagues. In case of Internal Training, the employees who have already attended training outside take the responsibility of training to be conducted Internal Training conducted is for Staff members & workers. Internal training conducted is as per schedule laid down in the training calendar. The participants for training programme are selected, based on needs mentioned in the training identification form as identified by them or their superiors. The participants are well informed at least one week in advance, along with their HOD in personal i.e. through circular & also through mails.

AT MINDA CORPORATION, TRAINING IS ALSO CONDUCTED IN HINDI FOR WORKERS.

EVALUATION TRAINING EFFECTIVENESS

Evaluating your training allows you to work towards improving it. There are several ways to get an accurate picture of what your training has achieved and what the limitations are.

EMPLOYEE PERFORMANCE EVALUATIONS

Review the impact of the training on the employees performance, as part of a regular appraisal process. This is a good time to discuss any additional training needs.

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BUSNESS PERFORMANCE EVALUATIONS

Training can be evaluated by measuring tangible performance indicators, such as sales, production costs, output, absenteeism and staff turnover. Qualitative improvements may be just as important. This could include higher quality goods & services, better teamwork, fewer customer complaints and greater innovation within your business.

EMPLOYEE FEEDBACK: - Ask your employees:

If the training was relevant to their job and their level of expertise How they will put their training method What worked and what didnt What could be improved

TRAINING EFFECTIVENESS MONITORING

To make any training input meaningful, its effectiveness has to be felt. In Minda, they adopted the following measures for assessing the effectiveness of training Training Evaluation Questionnaire Training Effectiveness Evaluation sheet Post Training Test Preparation by participants after attending out-house programme (if required) Training Input matrix

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TRAINING EVALUATION QUESRIONNAIRE

In order to have the participants feedback and reaction about the various aspects of training programmes we are using this questionnaire.

TRAINING EFFECTIVENESS EVALUATION SHEET

We have also developed a computerized training effectiveness evaluation sheet wherein the response generated from the training evaluation questionnaire is fed in the computer and the results for different factors of training inputs are accordingly analyzed.

POST TRAINING TEST

In order to ascertain the extent/degree of absorption of the training inputs, we conducted customized post training test.

PRESENTATION

BY

PARTICIPANTS

AFTER

ATTENDING OUT-HOUSE PROGRAMS(IF REQUIRED)

In case of specific needs where it is not feasible to organize in-house training programme, we nominate the participant for outhouse training programmers.

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RESEARCH METHODOLOGY
In this chapter review of few studies problem areas for the present study, statement of the problem, objectives, instruments of data collection, sampling, tools of analysis have been presented. STATEMENT OF THE PROBLEMTRAINING AND DEVELOPMENT PROCESS AT MINDA CORPORATION LTD Objectives 1. To study work climate and culture of Minda. 2. To analyze the extent of job satisfaction and performance excellence amongst the employee. 3. To determine the training needs of executives. 4. To evaluate the training policies in the corporation. 5. To evaluate the role of training role of organization in effective implementation of training.

SAMPLING Sampling Area Minda Corporation Ltd Haridwar Research Tool - Questionnaire Sampling units - 20(total, 20 respondents back)

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PRIMARY 1. Questionnaire

SECONDARY 1. Diary 2. Books 3. Other records 4. Magazines

The investigator used questionnaire and opinion survey for collection of data from primary source. Questionnaires were used for supervisory and executive cadre and opinion survey was used to know the technology, perceptions, thoughts and reactions of the executives, employees/workers and trade union members of the organization.

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ANALYSIS AND INTERPRETATION

1. Rate of overall performance of training program Table 1: shows that, among the 20 respondents, 2(10%)respondents said that training program is Excellent, 6(30%)respondents said that training program is very good,8 (40%) have rated of overall performance of training program is good and 4(20%)people said that the training program of the organization is satisfactory. Table No. 1 GRADE Excellent Very good Good Satisfactory Poor RESPONSE 2 6 8 4 0 SCALE 5 4 3 2 1 PERCENTAGE 10% 30% 40% 20% 0

12 10 8 6 4 2 0 RESPONSE SCALE PERCENTAGE

48

2. Rate the overall performance of Trainer/Trainers. Table 2: shows that, among the 20 respondents, 3(15%) respondents think that the performance of trainer is excellent, 4(20%) respondents think performance of trainer is very good and maximum respondents said that the performance of trainer is good. Only two people are not satisfied with the performance of trainer. Table No. 2 GRADE Excellent Very good Good satisfactory Poor
12 10 8 RESPONSE 6 4 2 0 Excellent Very good Good satisfactory Poor SCALE PERCENTAGE

RESPONSE 3 4 8 3 2

SCALE PERCENTAGE 5 4 3 2 1 15% 20% 40% 15% 10%

49

3. How far did you achieve your learning objective from the programme?

Table 3: shows that, among the 20 respondents, 7(35%) have rated learning objective

Table No. 3 GRADE Fully Substantially Partially fairly Very little RESPONSE 1 4 7 6 2 SCALE 5 4 3 2 1 PERCENTAGE 5% 20% 35% 30% 10%

8 7 6 5 4 3 2 1 0

RESPONSE SCALE PERCENTAGE

50

4. How was the training programme conducted? Table 4: shows that, among the 20 respondents, 1(5%) respondents think that training program is excellent, 6(30%) respondents think that training program is very good, 10(50%) maximum respondents think that training program is good. Only 2(10%) respondents think that training program is poor.

Table No. 4 GRADE Excellent Very good Good satisfactory Poor

12 10 8 RESPONSE 6 4 2 0 Excellent Very good Good satisfactory Poor SCALE PERCENTAGE

RESPONSE 1 6 10 1 2

SCALE 5 4 3 2 1

PERCENTAGE 5% 30% 50% 5% 10%

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5. How do you the use of training techniques in facilitating learning in terms of mixing participative and non-participative technique. Table5: shows that, among the 20 respondents, 10 (50%) maximum respondents have rated training technique are good. Table No. 5

GRADE Excellent Very good Good satisfactory Poor

RESPONSE 1 5 10 2 2

SCALE 5 4 3 2 1

PERCENTAGE 5% 25% 50% 10% 10%

12 10 8 6 4 2 0 RESPONSE SCALE PERCENTAGE

52

6. To what extent did you find the training programme relevant to your job performance?

Table 6: shows that, among the 20 respondents, 7 (35%) most of the respondents think that training program is relevant for their job performance. Only 10% respondents think that training program is not relevant with their job.

Table No. 6 GRADE Highly Substantially Moderately Fairly least RESPONSE 4 3 7 4 2 SCALE 5 4 3 2 1 PERCENTAGE 20% 15% 35% 20% 10%

8 7 6 5 4 3 2 1 0 RESPONSE SCALE PERCENTAGE

53

7. Did you find training material useful? Table 7: shows that, among the 20 respondents, 7(35%) have rated of training material useful.

Table No. 7

GRADE Excellent Very good Good satisfactory Poor

RESPONSE 2 3 7 6 2

SCALE 5 4 3 2 1

PERCENTAGE 10% 15% 35% 30% 10%

8 7 6 5 4 3 2 1 0 RESPONSE SCALE PERCENTAGE

54

8. Were the Audio Visual aids, of any use in the training program? Table 8: shows that, among the 20 respondents, 6(30%) have rated use of Audio Visual aids are Very good and 2(10%)respondents response that Audio Visual aids are poor.

Table No. 8

GRADE Excellent Very good Good satisfactory Poor

RESPONSE 2 6 6 4 2

SCALE 5 4 3 2 1

PERCENTAGE 10% 30% 30% 20% 10%

8 7 6 5 4 3 2 1 0 RESPONSE SCALE PERCENTAGE

55

9. Was/Were the Trainer/Trainers presentation clear in terms of expressions of his ideas? Table 9: shows that, among the 20 respondents, According to 3(15%)respondents trainers presentation is highly clear, 6(30%)respondents said that is trainers presentation is substantially clear,7 (35%) have rated trainer presentation as moderate. Only two people response that trainers presentation is very least clear. Table No. 9 GRADE Highly Substantially Moderately Fairly least RESPONSE 3 6 7 2 2 SCALE 5 4 3 2 1 PERCENTAGE 15% 30% 35% 10% 10%

8 7 6 5 4 3 2 1 0

RESPONSE SCALE PERCENTAGE

56

10. Was the time allocation for the programme adequate?

Table 10: shows that, among the 20 respondents, the training programe is conduct by the highly qualified and experienced person so the time allocation is very good but 2(10%) respondents think that it is not correct. Table No. 10

GRADE Highly Substantially Moderately Fairly least

RESPONSE 2 8 6 2 2

SCALE 5 4 3 2 1

PERCENTAGE 10% 40% 30% 10% 10%

9 8 7 6 5 4 3 2 1 0

RESPONSE SCALE PERCENTAGE

57

11. How was the administrative arrangement in the training room? Table 11: shows that, among the 20 respondents, 2 (10%) respondents said that arrangements are excellent, 5(25%) respondents said that arrangements are very good, 10(50%) respondents said that arrangements are good, only one respondent is totally not satisfied with the administrative arrangements in the training room. Table No. 11 GRADE Excellent Very good Good satisfactory Poor RESPONSE 2 5 10 2 1 SCALE 5 4 3 2 1 PERCENTAGE 10% 25% 50% 10% 5%

12 10 8 6 4 2 0 RESPONSE SCALE PERCENTAGE

58

59

Suggestions
Keeping in mind the above values of the company in mind, we need to define competencies required to effectively perform his/ her role in the company.

The following are the suggested competencies required for a consulting engineer's position in the company.

1. Customer Intimacy and Focus: -Problem Analysis and Resolution -Customer Service

2. Result Focus: -Generate Business Value for customers -Planning, Organizing and Project Management -Business Management

3. Innovation and Continuous Improvement -People Management -Technical Knowledge

4. Technical Competencies. -Core technical skills

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Suitable training programmes and other interventions may be recommended based on the competency gap analysis done. Developing an individual is not just a matter of attending a training course. Individuals have numerous opportunities to develop their own skills and knowledge. They will of course require the support of their managers and the company. It is the responsibility of managers to ensure development.

Here are few ideas for developing a team: 1. Delegating work 2. Coaching on the job 3. Project Teams 4. Mentoring 5. Team developing activities 6. Sharing best practice

The method chosen will depend upon resources and time available, opportunity and above all suitability for successfully meeting the training objective. What suits one individual may not necessarily be right for all, so training needs analysis should always be agreed following discussion between employee and his manager.

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Recommendations
The following recommendations are made: 1. Managers fulfill a key role in changing HRD practices but it was found that it is sometimes difficult to get them to fulfill this active role, either because of their workload, lack of affinity with HRD tasks or a lack of skills in this field.

2. Therefore in the short term, it is necessary to find strategies to involve managers in HRD, by changing their views on learning and increasing their motivation to support learning. In the long run, consideration should be given to incorporating HRD skills in all management training programmes.

3. HRD functions should be more precisely defined and recognized by the top management as a major part of the global development strategy of the company and seen as an investment rather than a cost.

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63

BIBLIOGRAPHY

1) DR. Aswathappa

Human Resource Management Fourth Editions, 2005 Tata McGraw-Hill publishing Company Ltd

2) C.B.Mamoria

Personal Management

3) www.google.com 4)www.minda.co.in

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65

Questionnaire
1. How would you rate the overall performance of the training programme as learning experience?

Excellent

Very Good

Good

Satisfactory

Poor

Comments, if any:

2. How do you rate the overall performance of Trainer/Trainers?

Excellent

Very Good

Good

Satisfactory

Poor

Comments, if any: _____________________________________________________________

66

3. How far did you achieve your learning objective from the programme?

Fully

Substantially

Partially

Fairly

Very Little

Comments, if any:

4. How was the training programme conducted?

Excellent

Very Well

Well

Fairly Well

Poor

Comments, if any:

_____________________________________________________________
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5. How do you rate the use of training technique in facilitating learning in terms of mixing participative and non-participative techniques?

Excellent

Very Good

Good

Satisfactory

Poor

Comments, if any:

6. To what extend did you find the training programme relevant to your job performance?

Highly

Substantially

Moderately

Fairly

Least

Comments, if any:

68

7. Did you find training material useful?

Excellent

Very Good

Good

Satisfactory

Poor

Comments, if any:

8. Were the Audio Visual aids, of any use in the training programme?

Excellent

Very Good

Good

Satisfactory

Poor

Comments, if any:

69

9. was/were the trainer/trainers presentation clear in terms of expressions of his ideas?

Highly

Substantially

Moderately

Fairly

Least

Comments, if any:

10. Was the time allocation for the programme adequate? Highly Substantially

Moderately

Fairly

Least

Comments, if any:

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11. How was the administrative arrangement in the training room?

Excellent

Very Good

Good

Fair

Poor Comments, if any: _____________________________________________________________

PLEASE SPECIFY, HOW ARE YOU GOING TO UTILISE THESE TRAINING INPUTS IN YOUR REAL JOB SITUATION?

Please give your suggestions to make the Training Programme more effective

(Signature of the participant)

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1. Training Need Identification 2. Annual Training Calendar ( Staff & Associates ) 3. Monthly Training Calendar 4. Training Need Form 5. Training Attendance Sheet 6. Training Feedback Form

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