ALMAS SHAZLI
MBA (3rd Semester)
PROJECT DURATION : 05TH JUL TO 4TH AUG
ACKNOWLEDGEMENT
It is with due respect and profound pleasure that I acknowledge the keen personal interest and invaluable guidance rendered by my project guides
CERTIFICATE
This is to certify that ALMAS SHAZLI of MASTER IN BUSINESS ADMINISTRATION, KISHAN INSTITUTE OF INFORMATION TECHNOLOGY, DELHI ROAD, MEERUT has successfully completed his summer training during the period 4th JUL TO 5th Aug, 2012 on the topic assigned:
Rajive Ranjan
CONTENTS
CHAPTER 1
INTRODUCTION OBJECTIVES OF THE STUDY
HR of Training Department
CHAPTER 2
TRIBUTE TO THE FOUNDER COMPANY PROFILE
CHAPTER 3
INTRODUCTION OF TRAINING AND DEVELOPMENT OBJECTIVES AND SIGNIFICANCE OF T&D
CHAPTER 4
TRAINING PROCESS DEVELOPMENT PROCESS KINDS OF TRAINING
NEED OF TRAINING TRAINING NEED IDENTIFICATION IDENTIFICATIONOF TRAINING NEEDS BENEFITS OF IDENTIFYING TRAINING NEEDS THE PROCESS OF DESIGNING AND DELIVERING TRAINING TRAINING EFFECTIVENESS: HOW TO MEASURE TRAINING EFFECTIVENESS
CHAPTER 5
CONCLUSION BIBLIOGRAPHY
INTRODUCTION
Human resource Development is a set of systematic and planned activities designed by an organization to provide its members with the necessary skills to meet current and future job demands. Management has two important components: theory and practice. During the two years management course, we have to understand, feel and experience both the components. As a part of practical exposure, we got the golden opportunity to undergo the summer training in Tata Motors, JSR a leading name in the area of automobiles We would like to highlight that it was a wonderful learning experience and we came to know many things about the HR activities of Tata Motors, Jamshedpur. Tata Motors is very much responsive to meet the requirements of the employees & to cater to the needs of employees of Tata Motors, Jamshedpur.
The institutions established on the strength of the generous donations from Jamshedji Tata and his families are like the fountains of fragrance.
COMPANY PROFILE
Tata Motors history dates back to 1945. Established to manufacture steam locomotives at Jamshedpur, the Company entered into the manufacture of Medium Commercial Vehicles in 1954 in collaboration with Mercedes Benz. The collaboration ended in 1969 but by then the Company had acquired skills in designing and developing commercial vehicles on its own. At that time domestic market was highly protected and there were strict regimes and controls on all imports of machines, equipment and technology. The company embarked on a self sufficient drive and evolved into a vertically integrated commercial vehicles manufacturing unit with its own captive forge shop, foundry, and a unique Machine Building facility where assortment of machines (for manufacture of engines) and equipment (painting equipment & furnaces) were manufactured. 1970s-90s -The growing volumes and the need to increase capabilities saw the company put up its second manufacturing plant at Pune. An Engineering Research Centre (ERC) was also set up at Pune to design future products. The 90s This was to be the most eventful decade for the company. This was the era of liberalization and the economy started opening up to foreign entrants. The company opened a third plant at Lucknow, started separating some of its non-core activities, ventured into passenger cars, entered into joint collaborations with world class technology partners like Cummins (for
engines), Holset (for turbochargers) etc. The domestic market for commercial vehicles also saw a boom and in 1996-97 reached a record peak of 1,55,000 vehicles with record sales and turnover of Rs. 10,000 crores. Ambitious plans were drawn to double this turnover in 3 years. Huge investments were made towards capacity expansion and the company also decided to enter the passenger car segment in a big way and additional investments were made towards this. With plunging volumes in the CV segment and the initial hiccups in the passenger car foray, the company closed the decade with a crippling Rs.500 Crores (~100M USD) loss in the financial year. 2000-01. the industry and critics wrote the company off as a failure. Faced with the daunting prospect of buckling under, CVBU decided to fight back and formulated a Three-phase strategic direction strategy and in just two years turned around the company - one source of pride is that we achieved this turnaround with existing leadership team. The evolutionary strategy is in the third phase today and CVBU has ended this year with Sales and turnover at new high. Enhanced market share. Successful launch of new products.
Telco Construction Equipment Co. Ltd. (TELCON):Excavators division has started making of mechanical excavators and cranes in collaboration with M/s Harnischfeger Crop. (USA).The manufacturing facilities include fabrication facilities typically carbon dioxide welding, are available for fabrication of the frame, car-body, book etc. of the excavators. GROWTH AND MACHINE BUILDING:- Growth and machine building division takes care of the infrastructure growth oriented facilities from making of jigs and fixtures, press tool to new machines, cranes, washing machines, conveyors etc. all come under the purview of G & MB. ENGINEERING SERVICES DIVISION:- The support services of all manufacturing shops in terms of providing electricity,compressed air, air conditioning, industrial gases etc. are the function of ESD. GROWTH AND MACHINE BUILDING:- Growth and machine building division takes care of the infrastructure growth oriented facilities from making of jigs and fixtures, press tool to new machines, cranes, washing machines, conveyors etc. ENGINEERING SERVICES DIVISION:- The support services of all manufacturing shops in terms of
air
PRODUCTS
The companys main product lines are:
.
TATA PRIMA:
TATA released new world class truck in the Auto Expo 2010. Prima, the Cutting Edge Heavy Duty Truck with Cummins Engine. Prima can carry approximately 40 to 70 tonnes goods in its bag. Tata Motors claimed that Prima trucks can generate a maximum of 560 bhp.
TATA ARMY VECHILES: Tata Motors has been a strategic partner of the Indian Armed Forces from as early on as 1958. Since then, our mobility-solutions portfolio has grown from strength to strength to include all classes from light to heavy vehicles across the entire defense, paramilitary
and police mobility spectrum. Today, Tata Motors proudly partners in enhancing defense.
DEVELOPMENT This activity focuses upon the activity that the organizational employing the individual is part of, May is almost impossible to evaluate.
SIGNIFICANCE:
Optimum utilization of human resources. Development of human resources. Development of skills of employees. Productivity. Team spirit. Organizational culture. Organizational climate. Quality. Healthy work environment. Health and safety. Morale. Profitability.
TRAINING PROCESS
Training
DEVELOPMENT PROCESS
Competitive Environment Stage-1 Organizational Strategy Stage-2 Organizational Objective Identifying Competency gapes Training Needs Assessment Annual Training Plan Conduct of Training
Internal Training Programmers. External Training Programmers. Customized Training Programmers.
Competen cy Mapping
Career Planning
Stage-3
KINDS OF TRAINING
Training imparted to the employees is either on the job or it is off the job. On the job training is one where an employee undergoes training at his workplace itself. In an off the job training an employee goes through special classes or is attended by a trainer for the purpose. These trainings are classified into the following
ON THE JOB
Job Instruction Training
Lecture
Management Game
Audiovisual-Base Training
Outside Seminar
Computer-Base Training
Role Playing
NEEDS OF TRAINING
To develop the skills, knowledge and techniques of an employee to meet the job and organization requirements such as higher productivity, increased efficiency in operation, a safe and harmonious working environment. To assist employees to function more effectively in their present position by exposing them to the latest concepts, information and techniques and developing the skills they will needing their respective fields. To develop the potentialities of employees for the next level of job. To promote individual and collective morale, a sense of responsibility, cooperative attitudes and healthy relationships. To impart the basic knowledge and skills that the new entrants need for an intelligent performance of a specific job. To build-up a second line of competent officers and prepare them to occupy more responsible positions. To ensure economical output of required quality.
Person Analysis: - The final phase involves the person analysis, which determines who needs training and what training is needed by each person.
Group level training needs identification: Organizational goals and objectives Personnel skills inventories Organizational climate indices Efficiency indices Exit interviews MBO/work planning systems Quality circles Customer satisfaction survey
WHAT BEHAVIAR ARE NECESSARY FOREACH JOB INCUMBENT TO COMPLETE HIS/HER ARRANGED TASK
WHAT DEFICIENCIES, IF ANY DO THE INCUMBENTS HAVE IN THE SKILL, KNOWLEDGES AND ABILITY REQUIRED TO EXIBIT THE NECESSARY JOB BEHAVIOR
Analyze
you start putting the training together. Depending on the situation, you may want to complete a system analysis, needs analysis or task inventory.
Design:The design phase involves building the skeleton of your training. You are not yet developing the content or the instructional materials. Adding the muscle and skin comes later. The first priority is to determine what you want to accomplish and make sure it addresses the real needs by drafting a design document. The design document will include at least the following information: _ _ _ _ _ Title and time frame Educational objectives Outline of steps or content to be learned Performance test Cost estimate
Develop:The next phase is actually developing the instructor lesson plans, the participant handouts and the media. While you function as an architect in the design phase, imagine your next role as a contractor in the develop phasegathering all of the materials and building the structure that will contain the training experience. Be sure to consider: Instructional setting
Implement:In this phase, a skillful trainer engages the learners and brings the curriculum to life. The participants gain useful information and are able to do something that makes a difference for their organization. Remember, straight lecture is not the best way to teach adults. Rather, the trainer should be an instructor, guide, coach or facilitator.
Evaluate:Evaluation actually occurs at every point along the way: analysis, design, development, during implementation and after implementation. Evaluation is an ongoing process.
TRAINING EFFECTIVENESS
productivity. Organizations invest huge amount of money on the training of its employees and unless the training is measured in a quantifiable variable, the organization would not in fact come to know about the impact of the training on its employees. Trainings effectiveness depends upon a number of factors, number of opportunities provided to utilize that had been learnt, the availability of necessary resources, etc. Post-training performance method: in this the participants performance, after attending a training program is measured to determine if behavioral changes have been made. Pre-post-training performance method: in this a participants performance is evaluated before attending training and subsequently, his performance, after he attends the training is reevaluated and any kind of variation or improvement in has performance is recorded.
To measure training is one of the key components on how a business will succeed. If a training program is proven to be effective, it will definitely yield to positive results, perhaps more than what is desired by the company. However, measuring the effectiveness of training is one of the biggest challenges of firms today.
Training in itself is expensive and adding more components to it may not be a good idea in terms of financial capacity. What may help to reduces cost is to develop several tools which may be classified under business intelligence. These tools will help the company evaluate training and consistently improve its methodologies. This is critical since business needs change. The environment and the type of people who get in the company also change. So how does one person measure the effectiveness of training in a systematic way? Once the trainees go live on production on the floor or operations, their performance will significantly impact the overall achievement of the program. Lack of training or poor training methodology always ends up with employees not able to fulfill their jobs. Metrics should be used to see how effective the training was. It will not be wise say that a training curriculum is good simply because the students or trainees passed the exam. What needs to be done is to check the metrics of these employees and see if they are at par with the expectations of the company. Significantly, an in-depth analysis should be done here. Data per employee should be available and this should not be very difficult to obtain with the kind of technology we have right now. These data will then validate of the training was effective. Findings in the analysis may say that there is a gap in the training system and that there is a need to revamp the process or the curriculum.
Performance will significantly tell a lot about training. This does not only concern product training but also job orientation. Many employees out there do not know how they should perform because they do not know what is expected of them. Many employees break the rules because they are not also aware of them. It is therefore wise to terrain employees about the existing policies of the company so they know what is acceptable and not. Another thing used to measure the effectiveness of training is a performance alignment program. What is needed here is to set the expectations of each employee in each department how they will be measured. This sets precedence and makes each employee aware why and what the training was for. It is also generally advised to have a weekly or monthly product knowledge check balance. This may also be done through exams to see if the employees retained what they have learned. This may also be done through actual applications and see if what have been taught is still being applied.
CONCLUSION
This project work was carried out to study the training and development process of the company. This was a project carried on with the purpose of studying or identifying the various training needs of individual employees in view to the departmental and
organizational needs. Then further proceeding with the preparation or a design structure of training calendar of employees and a training schedule of the training centers providing training. Finally ends with the imparting of the training and feedbacks on the effectiveness of the imparted training.
It was a wonderful experience for me working in this organization and has helped me in enhancing my skills and it has also broadened my horizons by having a proper knowledge of the work going in a private sector company. I hope this would prove to be fruitful for me in near future and help me in the long run.
Bibliography
REFERENCE BOOKS:
Gary Dessler.
WEBSITES:
Training methods are categorized into two groups{I) on-the-job and (ii) off-the-job methods. On-the-job methods refer to methods that are applied in the workplace, while the employee is actually working. Off-the-job methods are used away from workplaces. Training techniques represent the medium of imparting skills and knowledge to employees. Obviously, training techniques are the means employed in the training methods. Among the most commonly used techniques are lectures, films, audio cassettes, case studies, role playing, video-tapes and simulations.