A Summer Training Report On
“TRAINING NEEDS ANALYSIS” IN
KRISHNA MARUTI LTD . Submitted in partial fulfilment of the requirement of Bachelor of Business Administration (BBA) !uru "ambhesh#ar $ni%ersit& of Science ' Technolog& isar
Training Supervisor
Submie! b"
r. *e%anand
Sunil +umar
Officer (R)
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Session #$$%&'$
*irectorate of *istance 1ducation !uru "ambhesh#ar $ni%ersit& of Science ' Technolog& isar
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(RE)A*E
I than2 e%er&one #ho has contributed to ma2e this e3perience complete and stimulating. stimulating. An undergraduate #ould ha%e absolutel& no idea of the functioning of the industr&. e #ould probabl& be una#are about the department and their functioning. e #ould be completel& completel& ignorant of the #or2ing condition and the en%ironment. A %ocational %ocational training prepares &ou for all that &ou are going to face once &ou complete the pre4graduate pre4gra duate degree program. Because one should not #al2 out of o f a professional college 5ust as he is #al2ing out of a normal college he needs a professional and practical 2no#ledge along #ith theoretical bac2ground and si34#ee2 among the hardcore professionals can teach a lot. The follo#ing report discusses the detail of these e3periences and about the pro5ect. I am proud to get the opportunit& opportunit & to ha%e m& practical training in one on e of the most mos t reputed organi6ation i.e. KRISHNA MARUTI LTD+
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A*KN,-LEDGEMENT
This pro5ect report prepared b& me is a result of the 5oint effort of se%eral helping hands of the 7ersonnel *epartment of “Kris.na Marui L!+” . The 2no#ledge of our theoretical studies is absolutel& incomplete #ithout its proper implementation and application in the di%ersified corporate #orld of toda&. I ha%e been reall& opportunistic to be a part of the 1scort !roup during m& summer training #hich is one of the leading business houses hous es in toda&8s scenario. An underta2ing underta2ing of stud& li2e this is ne%er an outcome of efforts efforts put in b& a single person rather it bears imprint of number of persons #ho directl& or indirectl& helped me in completing the stud&.
At the onset I #ould li2e to than2 7rofessor /Dr+0 /Dr+0 R+*+ S.arma1 S .arma1 A!visor1 Ami" 2usiness 2usiness S3.oo4 Su!" *enre1 *enre1 for his guidance encouragement and support #ithout
#hich #e #ould not ha%e had the 2no#ledge base on #hich to proceed on the pro5ect. I #ould #ould also li2e to than2 than2 KRISHNA MARUTI LTD+ for pro%iding me the opportunit&. I #ould also than2 to Mr+ S+ S+ D.an5.a! /HR Manager0 and the #hole R *ept. for their %aluable inputs that shall hold me in good stead for m& career ahead. In the the list list of those those #hose #hose help I treasu treasure re I mu must st mentio mention n m& guide guide Mr+ Mr+ Devanan! /,66i3er&HR01 /,66i3er&HR01 for his guidance patience support and attention #hich has resulted in
successful completion of this pro5ect. I am also than2fu than2full to m& 9acul 9acult& t& !uid !uidee Mr+ Yoges. (aer for his help in completion of m& pro5ect.
Suni4 Kumar
E7E*UTI8E SUMMARY :
Training Training Needs Anal&sis Anal&sis (TNA) is the process b& #hich training and de%elopment needs are identified. The purpose of a TNA is to outline at the start of a pro5ect ho# the organi6ational organi6ational ob5ecti%es ob5ecti%es #ill be reali6ed through the deli%er& of a staff staff training program that #ill focus on impro%ed and;or changed s2ills 2no#ledge and;or attitudes of those directl& in%ol%ed or affected b& the
There are man& benefits to an effecti%e and rigorous TNA. It leads to the de%elopment de%elopment of a clear clear and agreed approach approach to training training and designin designing g of training training solutions solutions that match match requir required ed need. need. It facil facilit itate atess ident identifi ificat cation ion of pre4r pre4requ equisi isite tess to trai trainin ning g and and ris2s ris2s assumptions constraints and dependencies that affect the training plan. It increases the li2elihood of de%eloping a culture of learning enabling faster and more effecti%e change.
This Th is pro5e pro5ect ct repor reportt comple completel tel& & focuse focusess on the Training raining Nee!s Nee!s Ana4"sis Ana4"sis pro3ess pro3ess a #hich h is a #orl #orld=s d=s leadi leading ng comp compan& an& in the the autom automobi obile le KRISHNA KRISHNA MARUTI MARUTI LTD+ LTD+ #hic sector. Kris.na Marui L!+ started its business in a single product (seating s&stem for arut arutii >,, and comme commence nced d operat operatio ions ns in /?? /??@. @. Toda& oda& it manuf manufact acture uress > diffe differen rentt products #hich are used u sed in /,, different models.
This pro5ect is an attempt to highlight the essential procedure follo#ed for identif&ing the training training needs of the emplo&ee emplo&ees. s. “TRAINING NEEDS ANALYSIS is the ma5or ' most important s&stems to be follo#ed b& e%er& organi6ation for further other 5obs to be accomplished accomplished successfull&. successfull&. ethods techniques techniques and process are briefl& e3plained e3plained in this pro5ect #ith respect to training need anal&sis anal&s is process. A detailed detailed and e3hausti e3hausti%e %e e3plorat e3plorator& or& research research is done in the circle circle office office through rele%ant methods to delineate training needs of emplo&ees that generall& contribute to the de%elopment of effecti%e training program to understand the current trends in training need anal&sis in Industr& and to 2no# the compan& profile.
S*,(E ,) THE STUDY
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A stud studen entt can can gain gain this this prac practi tica call 2no# 2no#le ledg dgee #hen #hen he come comess to same same en%ironment. e;she must ha%e 2no#ledge to tac2le %arious t&pes of problems #hich arise in business. e;she can be able to do it #hen actuall& faces the problem. This is onl& possible during training training period. A student ma& ha%e a sufficient attitude for his;her future 5ob but s&stematic s&stematic practical training is essential to bring in his;her confidence confidence for 5ob performance mental preparation #hich enable him;her to ta2e a future 5ob responsibilit&.
As discussed abo%e importance and ob5ecti%es of training besides all this such train training ing gi%es gi%es confi confiden dence ce in the the und under er4gr 4gradu aduat atee to face face the corpor corporat atee #orl #orld d afte after r completion of his;her graduation. 9ollo#ing are the purpose of doing the training 4
/. In this abilit& to perform #or2 efficientl& ' effecti%el& is being de%eloped. 0. It helps in de%eloping de%eloping a good good attitude attitude during during the training #ith #ith regard regard to actual actual 5ob 5ob requirement.
:. It helps to 2no# about manage management ment informatio information n about compan& compan& its product product ser%ices ' policies.
So So as total total abo%e abo%e I had the the pri%i pri%ile lege ge of recei recei%i %ing ng m& pract practic ical al train training ing in Kris.na Marui L!+ The management of compan& offered e3cellent learning situation
' sufficient facilities to fulfil the ob5ecti%es of the training.
TA2LE ,) *,NTENTS
S. No.
Contents
7age no
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Introduction
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Compan&8s 7rofile and Organi6ational Structure
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Ob5ecti%e of the Stud&
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Research ethodolog&
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Anal&sis of the 7roblem $nder Stud&
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D.
Interpretation of Result
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Suggestions ; Recommendations
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References (Bibliograph& ' Eebsites)
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Anne3ure
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INTR,DU*TI,N
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TRAINING The term Training refers to the acquisition of 2no#ledge s2ills and competencies as a result of the teaching of %ocational or %ocational or practical s2ills and 2no#ledge that relate to specific useful competencies. It forms the core of apprenticeships and apprenticeships and pro%ides the bac2bone of content at technical4colleges and technical4colleges and pol&technics pol&technics.. In addition to the basic training required for for a trade trade occupation or profession profession obser%ers of the labor4mar2etF#hoGH recogni6e toda& recogni6e toda& the need to continue training be&ond initial qualifications to maintain upgrade and update s2ills throughout #or2ing throughout #or2ing life. life. 7eople #ithin man& professions and occupations ma& refer to this sort of training as professional as professional de%elopment de%e lopment..
KN,-LEDGE 9 SKILLS
+no#ledge is information specific and particular to a sub5ect enabling a person to
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understand a sub5ect to an acceptable le%el. •
S2ill is a de%eloped aptitude or abilit& in a particular intellectual or ph&sical area.
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Attitude is an internal state #hich affects one8s choice of action to#ards some ob5ects persons or e%ents.
Kno:4e!ge1 S5i44s an! Aiu!es versus *ompeen3ies +no#ing #hat 5obs #ill be done no# and in the future is the first step. Then comes the more detailed anal&tical process for each categor& of emplo&ees co%ered
Ehat capabilities #ill be required to carr& out the 5obG (the person specification)
Ehat capabilities do e3isting emplo&ees possessG (a formal or informal s2ills anal&sis)
Ehat are the gaps bet#een e3isting capabilities and the ne# requirementsG (The learning specification).
Ehat are the general s2ills required to 5obG
Ehat are role of 2no#ledge and e3periences of the candidatesG
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others
TY(ES ,) TRAINING METH,DS
,n T.e ;ob Me.o!s
"ob Instruct Instruction ion Trai Training ning
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Trainee recei%e an o%er%ie# of 5ob
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Trainer demonstrate the 5ob
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1mplo&ee is 7ermitted to cop& trainer8s tra iner8s #a&
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1mplo&ee does it #ithout super%ision su per%ision
Coaching J
In%ol%es learning b& doing
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*ail& training and feedbac2 feedb ac2
entoring J
Senior anager ta2es the th e responsibilit& to groom g room a subordinate
"ob Rotation
Orient entation Tra Traiining
Appr Appren enti tice cesh ship ip Tra Train inin ing g
Inte nternsh nship Tr Trainin ning
Assi As sist stan ance ce shi ships ps Tra Train inin ing g
Comm Commit itte teee Assig ssignm nmen ents ts
,66 T.e ;ob Me.o!s
Kest estibul bule Tr Trainin ning
Role 7la&ing
Lecture ethod
Special Stud&
Conf Confer eren ence ce;* ;*is iscu cuss ssio ion n
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7rog 7rogra ram mmed med Inst Instru ruct ctio ion n
Labor aboraator& or& Tr Training ning
Simulation
Case Stud&
Conference
*iscussion
Tele%ision
9ilms
TRAINING (R,*ESS
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TNA (Training (Training Need Anal&sis )
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*e%eloping Training 7lan Training anual
*e%eloping Training Calendar
Training IS
Nee!s )or (rovi!ing T.e Training (rogramme To Emp4o"ees
Leads Leads to impro impro%ed %ed profi profita tabil bilit it& & and;or and;or mo more re pos posit iti%e i%e atti attitud tudes es to#a to#ard rd profi profitt orientation.
Impro%es the 5ob 2no#ledge and s2ills at all le%els of the organisation.
Impro%es the morale of the #or2force.
elps people identif& #ith organisational goals.
elps create a better corporate image. /0
9osters authenticit& openness and trust.
Impro%es the relationship bet#een boss and subordinate.
Aids in organisational de%elopment.
elps prepare guidelines for #or2 +
Aids in understanding and carr&ing out organisational policies.
7ro%ides information for future needs in all areas of the organisation.
Aids in de%elopment for promotion from #ithin.
Aids in de%eloping leadership s2ills moti%ation lo&alt& better attitudes and other aspects that successful #or2ers and managers usuall& displa&.
Aids in de%eloping producti%it& and;or qualit& of #or2.
elps 2eep costs do#n in man& areas e.g. production personnel administration etc.
Impro%es labour4 management relations.
Reduces outside consulting costs b& utilising competent internal consulting.
Stimulates pre%enti%e management as opposed to putting out fires.
Creates an appropriate climate for gro#th communication.
elps emplo&ees ad5ust to change.
elps emplo&ees to handle conflict and thereb& helps them to o%ercome stress and tension.
Impro%es moral
TRAINING NEED ANALYSIS /TNA0 TNA is the s&stematic gathering of data to find out #here there are gaps in the e3isting s2ills 2no#ledge and attitudes of emplo&ees. It in%ol%es the gathering of data about e3isting emplo&ees8 capabilities and organi6ational demands for s2ills and the anal&sis of the implications of ne# and changed roles for changes in capabilit&.
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It often flo#s from the business strateg& as the aim of identif&ing needs is to be able to build a plan to offer appropriate learning opportunities to fill the gaps identified and ensure that there is sufficient capabilit& for the organi6ation to meet its ob5ecti%es.
IM(,RTAN*E IM(,RTAN*E ,) TNA Careful anal&sis of needs is important because
$nless the right qualit& of human capital is present organi6ations organi6ations ma& struggle to implement strategies and achie%e targets. Anal&6ing the areas #here capabilit& needs to be enhanced allo#s organi6ations organi6ations to create a human capital in%estment in%estment strateg& to support business ob5ecti%es.
7ro%iding learning opportunities to staff enables them to de%elop and achie%e personal and career goals.
Eell4planned ell4planned training training is an effecti%e effecti%e retention retention strateg& strateg& particularl& particularl& for ambitious ambitious and e3ternall& mobile emplo&ees.
All training pro%ision should be designed to meet pre%iousl& identified learning needs in order to be cost4effecti%e. If an initial assessment using the correct assumptions is made about #ho needs to learn #hat then it is li2el& that effecti%e training or learning pro%ision #ill result.
a%ing a clear idea of #hat needs to be learned and the outcomes e3pected pro%ides a foundation for training and learning professionals to e%aluate the effecti%eness of implementation of the learning strateg&.
a%ing information regarding the appointment and promotional strategies of the emplo&ees.
,2;E*TI8ES ,) TNA The TNA process #ill facilitate the identification of training requirements the planning of associated associated training acti%ities and the de%elopment of the training Resource 7lan earl& in the pro5ect c&cle. This means that the training programme can be designed to ensure that training is
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Lin2ed Lin2ed clearl clearl& & to organi6 organi6atio ational nal ob5ecti ob5ecti%es %es pro5ect pro5ect benefits benefits and e3pected e3pected outcomes.
Incorporated into the #ider 7ro5ect Resource and Implementation 7lansM
*esigned to support and promote the messages messages contained #ithin the Business Change
anagement and Communications Strategies of the N79IT pro5ectM
*e%e *e%elop loped ed to addres addresss indi% indi%idu idual al train trainin ing g requi requirem rement ents s in term termss of both both 2no#ledge and preferred learning st&le and according to accepted training principles supported suppor ted b& the organi6ationM
*eli%ered #ith minimal impact on
Cogni6a Cogni6ant nt of restric restriction tionss and limita limitation tions s #hether #hether due to organi organi6ati 6ational onal indi%idual and;or political factors that affects the training approach adopted.
LE8ELS ),R TNA
TNA 3an be un!era5en a a number o6 4eve4s+
)or .e organi
*e%elopment (L'*) team or the R department. The aim is to understand the
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amount and t&pes of learning that #ill be needed to ensure that all emplo&ees ha%e the right 2no#ledge s2ills and attitudes to perform the 5obs the& do. $ltimatel& such a sur%e& is ensuring that the s2ills #ill be a%ailable for the organi6ation to meet its strategic ob5ecti%es ob5ecti%es and ma& co%er the short4term (#ithin a &ear) or loo2 to the longer term in order to ensure the suppl& of the right s2ills at points in the future. The latter ma& be %er& important if human capital needs are going to be changing #ith business circumstances circumstances if it #ill ta2e se%eral &ears to either recruit people #ith the right s2ills or de%elop e3isting emplo&ees8 s2ills and 2no#ledge to the le%el required in the future. Such an anal&sis ma& also in%estigate the alternati%e routes of deciding #hether to bu& in talent (if it is a%ailable) or gro# the capabilities of those currentl& emplo&ed.
)or a spe3i6i3 !eparmen1 pro=e3 or area o6 :or5 . These ma& be one4off
pro5ects #here a change or a ne# #a& of #or2ing #or2 ing or reorgani6ation necessitates changes in the 5obs people do. Research #ill ha%e to be carried out on #hat demands the ne# or changed 5obs #ill ma2e and an& gaps identified bet#een emplo&ees8 emplo&ees8 current current s2ills and the s2ills needed to meet the ne# demands. 1%en if no radical changes are planned senior managers e3pect their business partners to continuousl& anal&6e and update the requirements for learning in their areas of responsibilit&.
appraisal #ith the emplo&ee and )or .e in!ivi!ua4 4 often this #ill ta2e place at appraisal their line manager. manager. Needs ma& co%er enhancing s2ills to impro%e performance on the current 5ob to deal #ith forthcoming changes or de%elopmental needs that #ill enable the indi%idual to progress their career
*A(A2ILITY *A(A2ILITY ANALYSIS ANALYSIS
Training professionals ha%e used a brea2do#n of capabilities into <2no#ledge s2ills and attitude8 attitude8 as con%enient con%enient shorthand for anal&6ing needs and it is a useful #a& to ensure that no requirements are missed. 9or e3ample in loo2ing at the requirements for competence in a pro5ect manager
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+no#ledge elements might co%er the nature of the pro5ects managed techniques of pro5ect management and possibl& the s&stem used to manage pro5ects in that part of &our organi6ation.
ou #ould e3pect high le%els of s2ill in dealing #ith other people managing the pro5ect team and perhaps perh aps influencing senior senio r managers or important sta2eholders. s ta2eholders.
ou might also loo2 for some attitudinal requirements such as attention to detail and dri%e or persistence to o%ercome obstacles or to see the pro5ect through.
o#e%er o#e%er the de%elopm de%elopment ent of compete competenc& nc& frame#or frame#or2s 2s has o%erta2e o%erta2en n this this in man& man& organi6ations organi6ations and these pro%ide more detailed structures for loo2ing at 5ob requirements requirements J see our fact sheet on o n competenc& and competenc& competen c& frame#or2s for more information. info rmation. The tas2 then becomes one of comparing current and ne# roles #ith the demands set out in &ou &ourr organ organi6 i6ati ation8 on8ss frame frame#o #or2 r2 or again against st generi genericc fram frame# e#or2 or2s. s. Ehere Ehere curren currentt emplo&ees8 capabilities ha%e also been matched against a frame#or2 then it becomes easier to identif& the gaps.
TNA *,MMUNI*ATI,N
Communications before during and follo#ing TNA #or2 should be carefull& planned and completed so that &our findings do not come as a
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can also pro%ide a good opportunit& to raise a#arenessM begin to manage e3pectations and build commitm commitment ent to the program programme. me. Therefore Therefore complet completing ing TNA can in itself itself pro%ide a %aluable communication function and as #ith all communications should be tied in #ith the #ider business change acti%ities #hich are in place. The follo#ing aspects of communication should be consistent #ith the business change and communication acti%ities *efinition of the channels of communication #hich #ill be used. The audience to anal&se J ensuring that all affected parties not necessaril& 5ust those #ho #ill need training are consulted (e.g. line mangers of those to be trained) Subsequentl& ho# to sociali6e the results in particular the interim re%ie# process of the Initial results (to chec2 the& ma2e sense in the practical en%ironment) and the
TNA (LANNING The collection of information is an instrumental and indispensable part of an& TNA. 9or an organi6ational organi6ational or a departmental anal&sis the follo#ing table gi%es some t&pes of data ma& need to be collected. T"pe o6 !aa Business Business ob5ecti%es ob5ecti%es
-.a o in34u!e Ehat is is required required in in terms terms of outputs le%els of customer customer ser%ice
interactions #ith other parts of the organi6ation etcG o# these Technolog&
are measured. Ehat is going to changeG and o# 5obs are done no# in terms of organi6ation and resources
organi6ation of #or2 a%ailable. Ehat technologies do people use and ho# this might changeG Changes ma& also be planned in terms of numbers of people to carr& out the targeted performance or in terms of the 1mplo&ee
#a& the& are super%ised or managed. Eho is currentl& emplo&ed in the area &ou are anal&sing. Ehether
demographics
numbers are increasing or decreasing #ho is 5oining and lea%ing.
1ducation qualifications
Ehat categories of emplo&ees are includedG ; Basic education %ocational or academic qualifications #hich can be lin2ed to assumptions about people=s e3pectations around
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learning pro%ision cogniti%e or thin2ing abilities as #ell as their 7ast 7ast e3perien e3perience ce
le%el of current s2ills and 2no#ledge. Ehat pre%ious pre%ious 2no#ledg 2no#ledge e s2ills s2ills and beha%iou beha%iours rs ha%e been e3pected in the past and are required currentl&. This ma& be lin2ed to the organi6ation8s competence frame#or2. 13perience of past training inter%entions. inter% entions.
"ob
roles
; Ehat indi%iduals are doing at the moment and #hat implications implications
responsibilities
an& changes #ill ha%e for their rolesG
Current Current compete competence nce
Current Current performa performance nce le%els of indi%idu indi%iduals als and teams teams and an& areas #here competence needs to increase. This can be measured against both current and changed roles.
1mplo&e 1mp lo&eee status status
Are people people full or part4ti part4time me permanen permanentt or or tempora temporar& r& fi3ed fi3ed contract or short4term contractG
Location Location
Ehere people are located in terms of geographical geographical dispersion dispersion and access to training pro%ision.
Lengt ength h of time time in The length of time people ha%e spent in their current role might 5ob
ha%e ha%e an impo import rtan antt bear bearin ing g #hen #hen it come comess to meet meetin ing g an& an& identified training needs.
1mplo&e 1mp lo&eee and culture
attitu attitudes des o# emplo&ees feel about change that is going on and #hether the& see it as opportunit& or threat. o# this #ill affect their #ill #illin ingn gnes esss to lear learn n and and acqu acquir iree ne# ne# s2il s2ills ls.. Ehet Ehethe herr the the organi6ation #ants to change attitudes for e3ample in the #a& custo custome mers rs are treat treated ed or to focus focus on parti particul cular ar perfor performa manc ncee standards.
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*,M(ANY>S *,M(ANY>S (R,)ILE AND ,RGANISATI,NAL STRU*TURE
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KRISHNA MARUTI>S HIST,RY
+rishna aruti Limited (+L) #as incorporated under the name Sona Car Seat Ltd. for manufacturing cars seats. In /??@ the name of the compan& #as changed to +L follo#ing acquisition of 0@.:P shareholding b& SC and /:./P SIL. +L #as originall& promoted as a second %endor for the seating requirement for SIL8s passenger cars and $Ks. 7ost /??,4,, +L di%ersified its operations to manufacture door trims and roof headliners for SIL8s compact segment models. Currentl& +L is the largest supplier of seat sets and door trims to SIL besides suppl&ing non4door trim parts. +L also manufactures in5ection moulded plastics components for onda otorc&cles and Scooters India Ltd. (SIL) and Su6u2i otorc&cle India 7%t. Ltd. (SIL). The compan& has three plants at !urgaon anesar and Binola. Ehile the !urgaon plant caters to seats sets the anesar plant is dedicated for door trim supplies to SIL and the Binola plant manufactures and supplies t#o4#heeler parts to SI and SIL and non4door trim parts to SIL.
RE*ENT RESULTS RESULTS
*uring ?m 0,,>4,? +L8s income at Rs. @0:/ million reported a gro#th of /P o%er the corresponding pre%ious period. Also the compan&8s profit before depreciation interest and ta3 at Rs. :,- million reported an increase of /@P in ?m 0,,>4,? o%er the corresponding pre%ious period. +L8s profit before ta3 (7BT) decreased from Rs. /, million in ?m 0,,-4,> to Rs. /0, million in ?m 0,,>4,?.
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*,M(ANY>S *,M(ANY>S ,8ER8IE-
+L entered the auto interior manufacturing business #ith a single product (seating s&stem for aruti >,, CC Car) in &ear /??@. Toda& Toda& it manufactures manufactures > different different products #ith #ith o%er o%er /,, diffe differen rentt mo model dels. s. Th This is is India= India=ss 9irst 9irst Total otal Auto Auto Interi Interior or !roup !roup of Comp Compani anies es manuf manufact actur uring ing all all the requir requirem emen ents ts of auto auto inter interior iorss inclu includin ding g Seat Seatin ing g S&stems Rear Kie# irrors ead Rest Assemblies Arm Rest Assemblies Seat Trims (Co%ers) In5ection In5ection oulded *oor Trims Roof liners ' oulded Carpets. Carpets. The compan& has a turno%er of Rs. /0,, cr. and has an emplo&ee8s strength of :,,.
Compan& achie%ed all this in short span of time because it firml& practices si3 98s principle throughout throug hout the organisation engineering infrastructure infrastructure cost consciousness )o3use! 9ocus to#ards customer delight engineering and continuous impro%ements through fi%e S8s =+ai6ens= Qualit& Circle eetings and Suggestion eetings )as 9ast s&stem ' technological up 4 gradation and implementation )4e?ib4e 9le3ible to#ards customer requirements )rien!4" Creating friendl& en%ironment among customer emplo&ees ' %endors. )irm 9irml& adhering to laid do#n policies ' procedures '
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)un Achie%ing the targets in stipulated time.
*,M(ANY>S *,M(ANY>S 8ISI,N 8 ISI,N
Compan&8s %ision for the future is to be
“
To be .e Lea!er in .e In!ian Auomobi4e In!usr"1 *reaing *usomer !e4ig. To
an! S.are.o4!er>s S.are.o4!er>s :ea4. 9 be .e pri!e o6 In!ia”+ The abo%e %ision is based on 4
LEADERSHI(
(i )
B& ar2et Share
(ii)
B& Brand 1quit&
(iii)
B& Op Opera erationa onal 7ra 7racctices ces
(i % )
B& 7eople Strateg&
*UST,MER DELIGHT
(i )
Kalue for one&
(ii)
Qualit&
(iii)
Ser%ice
SHARE
H,LDERS -EALTH -EALTH
(i )
igh 7rofitabilit& ' Image
(ii)
A corporate citi6en
(iii)
Our products
(i % )
Our 7eople
(i % )
Our 7ractices
(% )
Our Customer The leader in the Indian automobile industr&
Creating customer delight and shareholder8s #ealth
A pride of India
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*,M(ANY>S *,M(ANY>S MISSI,N MI SSI,N
“To “To provi!e a :i!e range o6 mo!ern1 .ig. @ua4i" 6ue4 e66i3ien ve.i34e in or!er o mee .e nee! o6 !i66eren 3usomer1 bo. in !omesi3 an! e?por mar5es”
*,M(ANY>S *,RE *,R E 8ALUES 8ALUES
The 9i%e Kalues identified are as follo#s
Customer obsession
9ast fle3ible and first mo%er
Inno%ation and creati%it&
Net#or2ing and partnership partners hip Openness and learning
,2;E*TI8E ,) KML
oderni6ation of Indian Automobile Industr&
7roduction of fuel4efficient %ehicles to conser%e source resources
7roduction of large number of motor %ehicles #hich #as necessar& for economic gro#th
ETH,S ,) MUL
1mplo&ees 1mplo&ees are aruti8s aruti8s greatest strength and asset. It is this underl&ing underl&ing philosoph& that has molded its #or2force into a team #ith common goals and ob5ecti%e. The emplo&ee4 management relationship is therefore characteri6ed b&
7articipati%e management
Team #or2 and +ai6an
Communication and information sharing
0
Open office culture for eas& accessibilit&
KML>S ,rganisaion Sru3ure
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(R,DU*TS IN KML
+rishn +rishnaa arut arutii limi limite ted d and its its !roup !roup Comp Compani anies es are manuf manufact acturi uring ng auto auto inte interio rior r components. The current 7roduct Range consists of4
0-
/. Seating S&stems 0. Rear Kie# irrors :. ead ' Arm Rests @. Seat Trims . Auditorium Seat D. In5ection oulded *oor Trims -. Roof liners >. oulded Carpets
MATERIALS USED IN KML /) 7ol& 7ol&ur uret etha hane ne ra# ra# mate materi rial alss to prod produc ucee mo moul ulde ded d cush cushio ion n pads pads 47ol 47ol&o &ols ls ' Isoc&nates. 0) CRCA CRCA sheet sheet meta metall compon components ents.. :) Tubular ubular length lengthss of %arious %arious si6es. si6es. @) Eater soluble soluble blac2 blac2 paints paints ' pre treatment treatment chemical. chemical. ) 7KC 7KC fabr fabric ics. s. D) Laminat Laminated ed pol&es pol&ester ter ' cotton cotton fabric fabrics. s. -) Eire ire Spri Spring ng >) 7ol&pro 7ol&prop&le p&lene ne for in5ectio in5ection n moulded moulded componen components. ts. ?) ard ard#a #are re item items. s. /,) Karious arious industri industrial al consuma consumables bles li2e li2e mig #ire #ire adhesi%e adhesi%es s safet& safet& items items spo spott #elding electrodes etc. //) Seat ad5uster mechanism mechanism assemblies. assemblies. /0) Seat recliner mechanism mechanism assemblies. assemblies. /:) Rear seat loc2 assemblies. assemblies. /@) Automoti%e Automoti%e fabric. fabric. /) Treads. reads. /D) Substrate Substrate for roof headliner (rigid foam). /-) irror sheets. />) 9elt for moulded moulded carpet. carpet. /?) Needles punch fabric fabric for moulded carpet. 0,) 9asteners 9asteners for %arious si6es. si6es. 0/) Non 4 #o%en #o%en fabric.
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RESEAR*H 9 DE8EL,(MENT
The R 9 D *enre has been established #ith the aim of bringing inno%ation in seating s&stems b& incorporating latest principles in seat design. +L is the first seating manufacturing compan& in the countr& to establish such an ad%ance facilit&. This centre #as established #ith an in%estment of /. illion. This centre is capable of conducting tests as per 1uropean omologation (11C;1C1;9KSS) and "apanese Standards ("ASO) on not onl& automoti%e seating s&stems but also on other components #herein repeatabilit& and endurance life has to be ascertained. The test rigs are certified b& Kehicle Certification Agenc& (KCA) of $+. The centre is recognised recognised b& the *epartment *epartment of Scientific Scientific ' Industrial Industrial Research inistr& of Science and Technolog& Technolog& !o%t. of India. The set 4 up includes Kibration Test Test Rig 9ree 9light Impact Test Test Rig and Static;*&namic Static;*&namic Strength Test Test Rig. The soft#are used for these Rigs produces precise #a%eforms e.g. Sine Triangular Square and Ramps.
),REIGN *,LLA2,RATI,N
0?
As #e loo2 on the foreign collaboration collaboration of the compan& for arrang arranging ing and mana managin ging g the forei foreign gn tech technol nolog& og& as #ell #ell as the the forei foreign gn s&s s&ste tem m and en%ironment en%ironment then *oor Trim manufacturing manufacturing facilit& has been established #ith Te3.ni3a4 This agreement agreement #as signed on B. *o44aboraion :i. Ms ,HTA SHEET o6 ;apan+ This Apri4 '%%%+
OTA S11T is one of the leading Auto Interior Compan& of "apan and is in the business of manufacturing *oor Trims Roof eadliners ' oulded Carpets. OTA OTA S11T is one of the Biggest Suppliers of *oor Trims to Su6u2i otor Corporation in "apan. As per the Technical Collaboration Agreement OTA S11T pro%ides the total +no# 4 o# right from the selection of Ra# aterials achines anufacturing 7rocess and testing 9acilities
T,TAL CUALITY MANAGEMENT /TCM0
Our quest to#ards achie%ing customer delight instead of customer satisfaction satisfaction leads us to the path of TQ. Ee are follo#ing #ith the help of *II an! Marui U!"og Limie! un!er .e ab4e gui!an3e o6 (ro6+ T+ Su!a o6 ;apan+
KML>S Sraeg" To TCM
:,
Compan& started its "ourne& in /??? and it has alread& started pa&ing di%idends in form of impro%e impro%ed d standar standards ds processe processes s procedur procedures es and #or2ing #or2ing culture culture b& preparin preparing g the Business 7rocesses for each acti%it& carried out throughout the compan& implementing anagi anaging ng 7oin 7oints ts and Chec Chec2in 2ing g 7oint 7ointss at all all ana anagem gemen entt Le%e Le%els ls and and relig religiou iousl& sl& follo#ing the QA *iagrams for doing all the acti%ities.
Compan& has understood the importance of : =!= concepts and *eep Anal&sis is replacing problem4sol%ing techniques. Not onl& #e ha%e h a%e dedicated team of qualified professionals for
*eep
Anal&sis
#e
also
ha%e
created
%arious
Qualit&
Circles.
In order to achie%e Chairman=s Kision +L has started 7olic& *eplo&ment Acti%it& %erticall& throughout
:/
,2;E*TI8E ,) THE STUDY
The pro5ect is aimed at the process of Training Needs Anal&sis being follo#ed b& KRISHNA MARUTI LTD+ & stud& #ill focus on the follo#ing 4
/.
To stud& stud& all the acti% acti%it ities ies relat related ed to to trai trainin ning g is #ell #ell coor coordin dinate ated d and and cent central rali6e i6ed. d.
:0
0.
To stud stud& & need need for for pro pro%i %idi ding ng the the tra train inin ing g prog progra ramm mmes es to to the the empl emplo& o&ee ees. s.
:.
To stud stud& & trai traini ning ng met metho hods ds bei being ng use used d befo before re dec decid idin ing g on #ha #hatt 2ind 2ind of of manp manpo# o#er er is needed for a particular le%el or 5obG
@.
To stud stud& & the the cred credib ibil ilit it& & of %ar %ario ious us met metho hods ds of of trai traini ning ng tap tappe ped d b& the the com compa pan& n& ' to see the e3tent of efforts made b& the compan& to select the best among the %arious alternati%es.
.
To stud stud& & about about the compan compan&8 &8ss trai trainin ning g proce process ss cat cater er for for long long4t 4ter erm m care career er pla plans ns for for the emplo&ees.
::
RESEAR*H METH,D,L,GY
:@
Resear3. Me.o!o4og"
Resear3. Resear3. Me.o!o4og" Me.o!o4og" is a #a& to s&stematicall& sol%e the research problem. It
is a science of stud&ing ho# research is done scientificall&. It is necessar& for the researcher to 2no# not onl& the research methods;techniques but also the methodolog&. Resea Research rch is a s&s s&ste tema mati ticc and ob5ec ob5ecti ti%e %e stud& stud& in order order to reach reach the the ultim ultimate ate solution. Research specifies the information required to address these issues4 /. *esign the method of collecting information. 0. anages and implements the data collection process :. Anal&ses the results and communicates the finding and their implications Research methodolog& consists of research methods and logic behind the methods in the conte3t of our research stud& and e3plains #h& #e are using a particular particular method or technique and #h& #e are not using others so that the research results are capable of being e%aluated either b& researcher himself or b& others.
T"pes o6 business resear3.
Business Business research research produces produces informa informatio tion n to reduce reduce uncertai uncertaint& nt&.. It helps helps focus focus decision ma2ing. The nature of the problem #ill determine #hether the research is
/.
13plorator& Research
0.
*escripti%e Research
:.
Casual Research
:
E?p4oraor" Resear3. is conducted to clarif& the ambiguous problems. Research
is needed to gain better understanding of the dimensions of the problems. This research is conducted #ith the e3pectation that subsequent research #ill be required to pro%ide conclusi%e e%idence.
Des3ripive resear3. is to describe characteristics of a population of
phenomenon. This see2s to determine deter mine the ans#ers to #ho #hat #hen #here and an d ho# questions. Accurac& is of paramount importance in descripti%e research. *escripti%e studies are based on some pre%ious understanding of nature of the research problem.
*asua4 Resear3. is identification of cause and effect relationship bet#een
%ariables. In casual studies it is t&pical to ha%e an e3pectation of relationship to the e3plained such as predicting the influence of price pac2aging ad%ertising and the li2e on sales. Casual research attempts to establish that #hen #e do one thing another thing #ill follo# foll o#..
STAGES IN THE RESEAR*H (R,*ESS De6ining .e prob4em (4anning a resear3. !esign *o44e3ing !aa (4anning a samp4e Ana4"sing .e !aa )ormu4aing .e 3on34usions
9 preparing .e repor
:D
Se4e3ing .e appropriae resear3. !esign &
There are four basic design techniques for descripti%e and casual research '+ Surve"s
#+ E?perimens
+ Se3on!ar" !aa
F+ ,bservaion
The ob5ecti%e of the stud& a%ailable data sources the urgenc& of the decision and cost of obtaining the data #ill determine #hich design technique is chosen.
Surve"s
The most common method of generating primar& data is through sur%e&s. A sur%e& is a research technique in #hich information is gathered from a sample of people b& use of a questionnaire. questionn aire. The tas2 of #riting a questionnaire questionn aire determining list of of questions and designing the e3act format of printed or #ritten questionnaire is an essential aspect of de%elopment of a sur%e& research design.
Research in%estigators ma& choose to contact respondent b& telephone b& mail or in person. Questionnaire using telephone or b& mail are ine3pensi%e methods of data collection. 7ersonal inter%ie#s are e3pensi%e the& are %aluable because in%estigator can utili6e the %isual aids and supplement the inter%ie# #ith personal obser%ation.
9or this pro5ect (Training Needs Anal&sis) Questionnaire method is used for collecting the information.
:-
(4anning .e samp4e
A sample is a subset from a larger population. The results of a good sample should ha%e the same characteristics as the population as a #hole. Specif&ing the target population is a crucial cr ucial aspect of the sampling plan. Large samples are more precise than th an small samples but if proper probabilit& sampling is implemented a small proportion of total population #ill gi%e a reliable measure of the #hole.
There are t#o basic sampling techniques probabi4i" probabi4i" an! non&probabi4i" samp4ing. A probabilit& sample is defined as a sample in #hich e%er& member of the
population has a 2no#n non6ero probabilit& of selection. If sample units are selected on the basis of personal 5udgement the sample method is a non4probabilit& sample.
9or this pro5ect (Training Needs Anal&sis) a sample of /,, people is used for collecting the information.
Daa *o44e3ion
Once the research design (including the sample plan) has been formali6ed the process of gathering gatherin g the information from respondent re spondent ma& begin. Ehen questionnaire ques tionnaire method is utili6ed some form of direct participation b& the respondent is necessar& during the process. The respondent ma& participate b& filling out a questionnaire or b& interacting #ith the inter%ie#er. There are t#o phases of the process of collecting the data pre4testing and main stud&. A pre4testing phase using a small sub4sample ma& determine #hether the data collection plan for the main stud& is an appropriate procedure.
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Thus a small scale stud& pro%ide an ad%ance opportunit& for the in%estigator to chec2 the data collection form to minimise errors due to improper design elements such as question #ording or sequence. Tabulation of the data from the pre4tests pro%ides the researcher #ith a format of 2no#ledge that ma& be gained from actual stud&.
9or this pro5ect (Training Needs Anal&sis) Sur%e& method is used for data collection. 9or this sur%e& a sample of /,, people is ta2en and the& are as2ed to fill ans#ers of a questionnaire. The questionnaire #as designed in a manner in #hich it is self4e3planator&. Then a tas2 of tabulating the #hole data and anal&sing the data #as done to come out #ith conclusions and the graphs #ere generated to interpret the result.
Daa pro3essing an! !aa ana4"sis &
*ata processing generall& begin #ith editing and coding of the data. 1diting in%ol%es chec2ing the data collection forms for omission legibilit& and consistenc& in classification. The editing process corrects the problems li2e inter%ie#er errors (an ans#er recorded on the #rong portion of the questionnaire) before data are transferred to a computer or readied for tabulation. The rules for interpreting categori6ing recording and transferring the data to the data storage media are called codes. This coding process facilitates computer or hand tabulation. If computer anal&sis is to be utili6ed the data are entered into the computer and %erified.
:?
Anal&sis is the application of logic to understand and interpret the data that Ana4"sis Anal&sis ha%e been collected about a sub5ect. Anal&sis ma& in%ol%e determining the consistent patterns and summari6ing the appropriate detail deta il re%ealed in the in%estigation. in%e stigation. Ehen a tas2 of tabulating the #hole data and anal&sing the data #as done to come out #ith conclusions and the graphs #ere generated to interpret the result.
*on34usion an! repor preparaion &
The purpose of the research is to ma2e a business decision. The final stage in the research process is to interpret the information and ma2e conclusions for managerial decisions. The #ritten report is a historical document that #ill be a source of record for later uses. Then a tas2 of tabulating the #hole data and anal&sing the data #as done to come out #ith conclusions and the graphs #ere generated to interpret the result.
T&pe of research
13plorator& research
Sources of data
7rimar& and Secondar&
7rimar& data
Questionnaire
Secondar& data
Boo2s Annual report of the compan&
*ata collection method
Sur%e&
Sampling technique
Random Sampling
Sample si6e
/,, the& include
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ANALYSIS ,) THE (R,2LEM UNDER STUDY
@/
The anal&sis of m& stud& on Training Needs Anal&sis process in Kris.na Marui L! is as follo#s4 TRAINING ,) TRAINEES STA))
/.
!rad !radua uate te 1ng 1ngin inee eerr Tra Train inee ee inc inclu ludi ding ng IIT IIT ' . . Tec Tech. h. ; 1ngin nginee eerr Tra Train inee ee ;
*iploma 1ngineer Trainee has to ta2e training for 0 months. The training duration should be reduced. 0.
Train rainee eess dur durin ing g the the peri period od of trai traini ning ng shal shalll be be ent entit itle led d to to nor norma mall sta statu tuto tor& r&
benefits as the respecti%e resp ecti%e enactment ma& require requ ire compl&ing #ith (79 1SI 1SI etc.) :.
Train rainee eess ssha hall ll be enti entitl tled ed for for lea lea%e %ess as as per per the the lea lea%e %e poli polic& c& for for sta stafff.
@.
Stip Stipen end d rat ratee for for trai traine nees es #ill #ill be deci decide ded d b& b& Cor Corpo pora rate te R from from time time to
time.
MENT,RING ),R TRAINEES
/.
eet eetin ing g #it #ith h Tra Train inee ee en ento tor8 r8ss fir first st meeti eeting ng #it #ith h the the ent entee ee shou should ld be
introduc introductor tor& &.
o# the& the& can contact contact each other other and be a%ailable a%ailable as and #hen
required. 0.
9req 9reque uenc nc& & and and Timin iming g of of ee eeti ting ng ee eeti ting ng bet# bet#ee een n en ento torr and and ent entee ee
should be held at least for 0 hours once in a month. :.
It is al also ad% ad%iised sed tha thatt the the ent ento or has has one one lu lunch nch or di dinner nner out outsside of office
#ith #ith entee once in si3 months. months. This This #ill gi%e the opportunit opportunit& & to entee entee and entor to understand each other better.
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The table gi%es the details of the minimum qualifications requirement for rele%ant trainee S+ No
(ari3u4ars
;r+ E?e3uive E?e3uive
Ass+ Manager
I+
Te3.ni3a4 Areas
a.
7roduction
*iploma
*egree ; *iploma #ith : &rs e3p.
b.
77C
*iploma
*egree ; *iploma #ith : &rs e3p.
c.
Stores
*iploma;B.Com
*iploma;B.Com #ith : &rs e3p.
d.
aintenance
*iploma
*egree ; *iploma #ith : &rs e3p.
e.
7urchase
*iploma
*egree ; *iploma #ith : &rs e3p.
f.
Supplier *e%elopment
*iploma
*egree ; *iploma #ith : &rs e3p.
g.
Q.C. ' Q.A
*iploma
*egree ; *iploma #ith : &rs e3p.
h.
*esign
*iploma
*egree ; *iploma #ith : &rs e3p.
5.
7roduction 1ngg.
*iploma
*egree ; *iploma #ith : &rs e3p.
2.
Tool Room
*iploma
*egree ; *iploma #ith : &rs e3p.
II+
Mar5eing 9 Sa4es
*iploma
*egree;BA;*ip. #ith : &rs e3p.
III+
A33ouns 9 )inan3e
.Com.; B. Com.
CA ; ICEA;CS ; BA .Com;B.Com #ith : &rs e3p.
I8+
HRM
!rad !radua uate te *ip. *ip. BA ; SE;LLB OR 7!* #ith : 7.. ' I.R.;R &rs e3p.
8+
S"sems S"se ms IT
!raduate !raduate *ip. in CA; CA;*e *egr gree ee OR *ip. *ip. #ith #ith : &rs &rs Computers e3p.
8I+ Re3epioniss
!raduate
44
8II+ Senograp.ers
!rad !radua uate te *ip. *ip. in Sec&. 7ractice
44
@:
OR
Designaions
a. *iploma *iploma ;!raduates ;!raduates #ith #ith one &ear e3perience e3perience #ould be designated designated as 4 13ecuti%e 13ecuti%e b. All others 4 "r. 13ecuti%e c. *1T after completion completion of / &r training #ill be designated designated as 4 13ecuti%e 13ecuti%e d. All Trainees Trainees J !1T !1T 1T 1T T T CA ICEA ICEA and CS (9resh from the Institute) Institute) after one &ear training #ill be placed as 4 Asst. anager e. All empl emplo&ee o&eess in le%el le%el K #ill #ill be placed placed as J Ass Asst. t. anage anager r
RE)EREN*E *HE*KING /STA))0
Letter of appropriation should be gi%en to all those trainees #ho perform their best during the training period.
Special rights should be gi%en to all those trainees #ho perform #ell.
Lea%es should be gi%en #hen needed b& trainee.
7ro%ide 7ro%ide best sources sources to trainees trainees so that the& can gain more 2no#ledg 2no#ledgee during training.
If an& emplo&ee emplo&ee destro&s destro&s the training training sources sources sho should uld be %ie#ed seriousl seriousl& & and terminated immediatel&.
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INTER(RETATI,N ,) RESULT
@
The follo#ing are interpretation of the results collected from the emplo&ees through the questionnaire prepared b& me to stud& the a#areness amongst the emplo&ees of KRISHNA MARUTI LTD. on the Training Needs Anal&sis process follo#ed b& their
compan& 4 (The questionnaire is attached in the Anne3ure.)
C+ ' -as .e raining 3onen re4ae! o "our :or5
Ans.
According to the pie chart /P of the emplo&ees sa& that neither the& agree nor the& disagree. /,P of them disagree. /-P of them agree #hereas P of them strongl& agree that the training content #as related to their #or2.
No# the conclusion co nclusion that tha t #e dra# that more than t han D,P of the emplo&ees emplo &ees sa&s that training content #as related to their #or2.
@D
C+ # -as .e raining 3onen beer .an "our e?pe3aion
Ans.
In this 0P of the emplo&ees not reall& found it better than their e3pectation #hereas DP of them ha%e a mediocre point of %ie# 0P sa&s it #as definitel& better than their e3pectation ' DP of them sa& it #as some#hat abo%e their e3pectation.
C+ -as .e raining 3onen pra3i3a4
Ans.
@-
P of the emplo&ees sa& that training content #as not reall& practical 0DP sa&s neither #hereas 0>P of them sa& that it #as practical on the other hand @/P ha%e an opinion that it #as some#hat practical. C+ F -as .e raining !uraion oo 4ong or oo s.or
Ans.
According to DP duration should ha%e been a little more length& according to -P the duration should ha%e been a little less ?P sa&s that it #as a little too short. :/Psa&s it #as a little too long ' @/P sa&s neither it #as too long neither it #as too short.
C+ Di! .e raining in34u!e! ne: 5no:4e!ge an! s5i44s
Ans+
@>
According to /,,P emplo&ees the training includes ne# 2no#ledge and s2ills.
C+ J You !eve4ope! a sense o6 responsibi4i" :i. regar! o "our :or5
Ans+
Onl& @P feels that the& ha%e de%eloped a greater sense of responsibilit& #here as :P feels that onl& a slight change has ta2en place D/P sa&s a considerable change has ta2en place.
C+ B You be3ame ab4e o se arges e66e3ive4"
Ans+
@?
Onl& /P sa&s that the& ha%e not been able to set targets effecti%el& 0P sa&s that the& ha%e obser%ed a complete change :P sa&s a slight change has been obser%ed ' D0P sa&s a greater impro%ement has ta2en place. C+ Your abi4i" o so4ve prob4ems improve!
Ans+
0P sa&s that it has not changed much @P sa&s it has changed completel& according to :/P a slight change has occurred ' D:P sa&s that it has changed considerabl&.
C+ % You began o a5e more a3ive 4ea!ers.ip ro4e
Ans+
,
P sa&s that not much impro%ement has been seen #hereas >P sa&s that the& are obser%ing a complete change 0DP sa&s a slight change has occurred ' D/P sa&s that considerable change has been obser%ed
C+ '$ Your 4o"a4" o 3ompan" .as in3rease!
Ans+
Onl& the P sa&s their lo&alt& has not changed much /P ha%e obser%ed a slight change ,P sa&s their lo&alt& has changed considerabl& #hereas :,P sa&s their lo&alt& has impro%ed completel&.
C+ '' Your mora4e a :or5 .as in3rease!
Ans+
/
//P sa&s that their morale has changed completel& ' 0@P ha%e obser%ed a slight change ' DP ha%e obser%ed a considerable change.
C+ '# Your managemen abi4i" .as improve!
Ans+
:P sa&s that management abilit& has not changed much for /0P of the emplo&ees it has changed completel& for 0,P slight change has ta2en place ' for DP a considerabl& change has ta2en place.
C+ ' You be3ome more sa6e"& 3ons3ious
Ans+
0
:P of them ha%e not obser%ed much change #hereas on the contrar& ?P ha%e seen a complete change 0P of them ha%e seen a slight change ' D:P ha%e seen a considerable change.
C+ 'F You be3ome ab4e o e?press "our o:n opinion
Ans+
0DP ha%e obser%ed a complete change #hereas @P ha%e not obser%ed much change 0,P ha%e obser%ed a slight change ' ,P ha%e obser%ed considerable change.
:
*,N*LUSI,N
an& large large ambitio ambitious us pro5ect pro5ectss require require that people #or2 #or2 together together so team#or2 team#or2 has become an important concept in organi6ations. 1ffecti%e teams are an intermediar& goal to#ards getting good sustainable results. Compan& has seen increasing efforts through training to help people to #or2 together more effecti%el& effecti%el& and to accomplish shared goals #hether colleagues are present or absent The old structures are being reformed. As organi6ations see2 to become more fle3ible in the face of rapid en%ironmental change and more responsi%e to the needs of customers. It can be easil& inferred from the anal&sis of the questionnaire that an effecti%e training program is a must to be follo#ed as #ell as timel& and effecti%e training sessions are must for old as #ell as ne# emplo&ees. The anal&sis of the questionnaire re%els that AOTS training is %er& essential for an emplo&ee to increase his 2no#ledge s2ills and thus his competence o%erall #ith this training the emplo&ees ha%e been able to perform #ell on the areas #here he #as lagging behind. After After this this trai trainin ning g the empl emplo&e o&ees es ha%e ha%e impro impro%ed %ed upo upon n thei theirr creat creati% i%it& it& sense sense of responsibilit& communication s2ills their confidence le%el ha%e gone up a#areness of "apan ha%e also increased the& are no# able to ma2e good proposals management abilit& ha%e also impro%ed the& ha%e become more safet& conscious. Eith the impartment of this training there income le%el has also gone up. The trained emplo&ees share their e3periences e3periences #ith their fello# colleagues and helped them enhancing their 2no#ledge 2no#ledge and s2ills.
@
SUGGESTI,NS RE*,MMENDATI,NS
ore and more training opportunities are pro%ided to the emplo&ees so that the& are able to impro%e upon their 2no#ledge and s2ills.
Training should be drafted in a manner that it increases the income le%el of emplo&ees.
1nough facilities should be made a%ailable so that the acquired 2no#ledge and s2ills could be imparted to their fello# colleagues.
Training period should not be too long.
All All the neces necessar sar& & infor informa mati tion on regard regarding ing the train training ing sho shoul uld d be gi%en gi%en to the emplo&ees before the& lea%e for "apan.
ana anage gem ment ent shou should ld ma2e ma2e sure sure that that acqu acquir ired ed 2no# 2no#le ledg dgee and and s2il s2ills ls is communicated to more number of people.
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RE)EREN*ES /2ib4iograp." 9 -ebsies0
-
/. Compan&8s Eebsite
###.2rishnamaruti.com
0. Reference #ebsite
###.#i2ipedia.com
:. Reference #ebsite
###.google.com
@. aga6ine
Business #orld aga6ine
. Resources
Tata c !ra# ill ?th eddition
D. uman Resource management
Ash#athappa
(reference boo2) -. 7ersonnel anagement '
Ken2ataratnam and Sri%astta%a /??>
uman (reference boo2) >. 7rofile
Compan&8s 7rofile
>
ANNE7URE
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CUESTI,NNAIRE
*ear Sir ; adam I am Sunil +umar a summer trainee in &our organi6ation. I am going to conduct this sur%e& as a part of m& pro5ect in the field of uman Resource anagement. anagement. Thee purpos Th purposee of this this acti acti%it %it& & is to 2no 2no# # the le%el le%el of empl emplo&e o&ee8 e8ss a#are a#arenes nesss on the TRAININ! N11*S ANALSIS ANALSIS procedure of the organi6ation.
1mplo&ee8s Name
*epartment
Staff ; Associate
/. Eas the trainin training g content content relat related ed to &our &our #or2G #or2G
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:. Eas the the trai training ning content content practic practicalG alG
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@. Eas the trai training ning durat duration ion too too long or or too short shortGG
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A little too short
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. *id the the traini training ng include include ne# ne# 2no#l 2no#ledge edge and and s2illsG s2illsG
A little Bit
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es
0.
No
*on8t +no#
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D. ou de%eloped de%eloped a sense of of responsibilit responsibilit& & #ith #ith regard to &our #or2G
No change Not much change Slight change Con change
/
0.
:.
@.
Complete change
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-. ou become become able able to set set target target effect effecti%el i%el&G &G
No change Not much change Slight change Con change
/
0.
:.
@.
Complete change
.
>. our abil abilit& it& to to sol%e sol%e problem problem impro impro%edG %edG
No change Not much change Slight change Con change
/
0.
:.
D/
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Complete change
.
?. ou become become more more acti%e acti%e to to ta2e leade leadershi rship p roleG roleG
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es
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No
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/,. our lo&alt& to the compan& increasedG increasedG
No change Not much change Slight change Con change
/
0.
:.
@.
Complete change
.
//. our morale at #or2 #or2 has increasedG
No change Not much change Slight change Con change
/
0.
:.
@.
Complete change
.
/0. our management management abilit& has impro%edG
No change Not much change Slight change Con change
/
0.
:.
@.
Complete change
.
/:. ou become more safet& safet& consciousG
No change Not much change Slight change Con change
/
0.
:.
D0
@.
Complete change
.
/@. ou become able to e3press e3press &our opinionG
No change Not much change Slight change Con change
/
0.
:.
Than2 ouUUU ouUU U
D:
@.
Complete change
.
D@
