SUMMER TRAINING PROJECT REPORT

ON

RECRUITMENT AND SELECTION PROCESS

AT

HINDUSTAN AERONAUTICS LIMITED ,

LUCKNOW DIVISION

PREPARED AND PRESENTED BY

SHIPRA SINGH

MBA THIRD SEMESTER

ENROLL. NO.A7001909031
 STUDENT CERTIFICATE

Certified that this report is prepared based on the summer internship project
undertaken by me in (Name of Company)
……………………………………………….
From Mr./Ms/ ………………………………………….
in partial fulfillment of the requirement for award of degree of
………………… from Amity University Uttar Pradesh.

Date:-…………………..

Signature: Signature Signature

Name: Name: Name:
……………. ……………… ……………..

Student Faculty Guide Director(ABS)

FACULTY CERTIFICATE

Forwarded here with a summer internship

project……………………………………submitted by
……………………………………………………………. Enrollment No
rd
………………………..Student of MBA (G) 3 SEM (2009 -2010).

This project work is partial fulfillment of the requirement for the degree of
master in business administration from Amity University Lucknow Campus,
Uttar Pradesh.

MRS CHARU BISARIA

(Faculty Guide)
AMITY BUSINESS SCHOOL
Mango Orchid Campus,
Gomti Nagar-Lucknow
WEBSITE: www.amity.edu
 ACKNOWLEDGEMENT

Any fruitful work is in complete without a word of thanks to those involved directly or

indirectly in its completion. With my sincere gratitude I would like to thanks everyone

who has supported me in my project.

I would like to extend my sense of acknowledgement to learning Experience.

Their insight as well as guidance helped me understand the essentials of the report I

would like to thanks them for their support Mr. S.N. Shrivastava for their immense

help and guidance that they have provided during the research report .The present

work has taken its sharp largely to their wise counsels, concrete and constructive

suggestions.

To understand the essentials of the research report, I would like to thanks to

my Guide Mr. Surendra Kumar for their guidance.

Shipra Singh

MBA 3rd Sem

 EXECUTIVE SUMMARY
In this research report we have tried to cover up the whole matter which is

relevant and in short so, that its conclusion can be drawn from a concise report. The

topic of our research report is TO STUDY THE MEASURES OF TRANING AND

DEVELOPMENT IN HINDUSTAN AEROUNATICS LIMITED, LUCKNOW.

For that the report includes various trends that followed in the organization. In

this first phase of the report we have discussed about the training and Development.

Training is one of the most important tools for developing human Resource .and it

also provides training to all employees at regular intervals in a plan Of period 5

years. Training to become an integral component of individual Professional

evolution by updating knowledge to avoid obsolescence and enhancing Professional

creativity and enabling employees to shoulder higher responsibility Creating a

business trend and strategic thinking to take up new business challenges (Creation

of Centre of Excellence, etc).

Training is a short-term process utilizing a systematic and organized

Procedure by which non-managerial personnel acquire technical knowledge and

Skills for a definite purpose. It refers to instructions in technical and mechanical

Operations, like operation of some machine.

 Organized procedure by which managerial personnel learn conceptual and

Theoretical knowledge for general purpose. It is not primarily skill oriented instead; it

provides general knowledge and attitudes which will be helpful to employees in high

positions. Efforts towards development often depend on personnel drive and

ambition. Development activities, such as those supplied by management

development programmers are generally voluntary. Then the light is thrown on the

part of employees activities which are implemented in the organization.

Second phase includes the introduction of the HINDUSTAN AERONAUTICS

LIMITED), LUCKNOW. The Company was formed by the merger of Hindustan

Aircraft Limited with Aeronautics India Limited and Aircraft Manufacturing Depot,

Kanpur. The Company traces its roots to the pioneering efforts of an industrialist

with extraordinary vision, the late Seth Walchand Hirachand, who set up Hindustan

Aircraft Limited at Bangalore in association with the erstwhile princely State of

Mysore in December 1940. The Government of India became a shareholder in

March 1941 and took over the Management in 1942. The Company has an

impressive product track record – 12 types of aircraft manufactured with in-house R

& D and 14 types produced under license.

 TABLE OF CONTENTS

1. INTRODUCTION

1.1 Definition & concept of training and development

1.2 Training is different from education & development

1.3 Purpose of training

1.4 Objectives of training

1.5 Training policy

1.6 Training process

1.7 Measuring effectiveness of training & development

1.8 Working of training department

1.9 Learning centers

1.10Activities conducted by training department

1.11Objectives of training department

1.12Training philosophy

1.13Various training activities

1.14Objectives of divisional training centers

1.15Activities of divisional training centers

1.16Training programme

• Core programme

• Functional programme
 1.1 Training wings

1.2 Techniques & approaches of training

2. COMPANY PROFILE

2.1 Product & services of HAL

2.2 Divisions

2.3 H.A.L R & D centers

2.4 Objective of the company

2.5 Personal dept.at H.A.L of corporate offices

2.6 Organizational growth

2.7 Core of business of H.A.L

2.8 H.A.L liaisons’ offices

2.9 Exports

2.10H.A.L core values

2.11Aim of H.A.L

2.12Key areas

2.13Products of H.A.L

2.14Strategy

2.15R & D

2.16Focus of H.R.P

2.17Present set up of H.A.L

2.18P & A Dept. of lucknow division

 2.19Tenders at H.A.L

3. RESEARCH METHODOLOGY

3.1 Benefits of research methodology

3.2 Objectives of research

3.3 Research design

3.4 Method of data collection

 Primary data

 Secondary data

1.1 Sample design

1.2 Universe

1.3 Sample size

1.4 Questionnaire

2. DATA INTERPRETATION

3. LIMITATIONS OF THE STUDY

4. FINDINDS

5. CONCLUSION

6. SUGGESTIONS

7. ANNEXTURES

8. BIBLIOGRAPHY
 1. INTRODUCTION

TRAINING AND DEVELOPMENT

CONCEPT AND DEFINITIONS:

In the field of human resource management, TRAINING AND

DEVELOPMENT is the field concerned with organizational activity

Aimed at bettering the performance of Individuals and groups in organizational

Settings. It has been known by several names, including employee development,

Human resource development, and learning and development.

After the selection of people for various jobs, the next function of

Management is to arrange for their training. This is because a successful candidate

placed on the job needs training to perform their duties effectively. The aim of

training is to develop new skills, knowledge or expertise of the employees at all

levels, particularly in a world of fast changing technology and environment.

An employee who is prepared in terms of skills, knowledge and orientation is

in a far better position to tackle the job assigned to him, than one, who has to learn

the hard way. The employees at all level be it a worker, supervisor, manager &

executive need to be developed in order to enable them to grow and acquire

maturity of thought and actions.

 The purpose of both training and development is similar. The main difference

between the two is in respect of levels of employees for whom these are meant, and

the contents and techniques employed.

Training is a short-term process utilizing a systematic and organized

Procedure by which non-managerial personnel acquire technical knowledge and

Skills for a definite purpose.

It refers to instructions in technical and mechanical operations, like

operation of some machine. Training refers to the process of imparting specific

skills.

It is designed primarily for non-managers, it is a short duration, and it is for a specific

job-related purpose.

According to Dale S. Beach, “Training is the organized procedure by which

learn knowledge and skill for a definite purpose.”

1. TRAINING AND DEVELOPMENT

Training is one of the most important tools for developing human resource. Hence,

identification of training competency profile in terms of Vision, Mission of the

Company would be the strategic point of the training and development strategy of

the Company. The following objectives have been set in this regard:-

• To provide training to all employees at regular intervals in a plan Period of 5

years.

• Training to become an integral component of individual professional evolution

by updating knowledge to avoid obsolescence enhancing professional creativity and

enabling employees to shoulder higher responsibility creating business trend and

strategic thinking to take up new business challenges (creation of Centre of

Excellence, etc)

The goals of training will be to progressively achieve 7 days training per

employee per year with a budget of 2% of annual Wage Bill.

Keeping in view the organizational requirement and goals and objectives of training,

the following have been identified as the key focus areas of training:

• Technology

• Tooling

• Quality

• Information Technology

Further, to facilitate the development of soft skills (change of mind-set, managerial

development etc.) training would be imparted on a continuous basis. Tie-ups with

Centers of Excellence like IITs, NDC, FIAS France etc. for imparting training would

be given prime importance.

1. MAN POWER PLANNING

Out sourcing of low tech and medium tech jobs. Fresh induction only in critical /

highly specialized areas based on requirements due to increase in work load and

super annotation profile (Annexure-II). In the Workmen Cadre, induction will be

restricted to Direct Workmen only.

• Improving the existing qualification profile by focusing on induction of

professionally qualified personnel and diploma holders

Hence focus of recruitment would be to recruit people with a combination of

Knowledge, skill, experience and attitude in line with the organizational requirement

through appropriate manpower plan both short term (contract appointments) and

long term recruitment programmer.

1. PERFORMANCE APPRAISAL:

Appraising people for meeting the Company's goal would be the prime focus of

Performance management. The new Performance Appraisal System based on work

planning and commitment (mutually agreed tasks) , self-review and performance

analysis, performance review and feedback would ensure that the focus would be
on value adding activities rather than on routine activities which bear no relationship

with the Organization’s goals and objectives.

Identification of low performers and resultant corrective action throughout the

Company would be given priority. Similarly, faster career growth opportunity would

be provided to high performers.

2. REWARD SYSTEM

The focus of the reward system in the Company is to promote team work and

Cultivate a sense of achievement and excellence in the Organization. This is in

addition to the existing scheme of reward for an individual who innovatively and

creatively makes exemplary contributions in the key thrust areas of the Company

that would lead to its achieving overall excellence. Coupled with the above,

schemes like "Inter Divisional Competition" and "Profit Sharing Scheme" have been

institutionalized in the Company for team reward.

3. SCHEME FOR LEARNING AND CERTIFICATION FOR

EXECUTIVES

A "Learning Organization" is essential for survival in the present era of

Liberalization, Privatization and Globalization. Therefore, "Knowledge" is the only

core competence of Organizations for copies with changes. Since individual

knowledge is the starting point for organizational knowledge, it is only the

employees who can convert knowledge into efficient actions. Line with the above

philosophy, among other initiatives like institutionalizing Learning Centers in

Divisions etc., HAL has also introduced the scheme for Learning and Certification

for executives as a starting point for building individual knowledge.

The scheme inter-alias provides an opportunity for the Junior and Middle

Management Cadre Executives to broaden their perspective by not only learning

about all functions and procedures in their respective disciplines but also in related

areas and overall knowledge about the Organization and its environment. So far,

approximately, 45% (both for "O" & "A" level) of executives have been certified

(Annexure IV). It is proposed to expand the coverage of this scheme further, if

required, by linking the scheme to some kind of reward mechanism. Lastly, the HRD

Plan will also include time-to-time OD Interventions to address specific requirement

of the Company.

Training and development encompasses three main activities:

Training, education, and development Garavan, Costine, and Heraty, of the Irish
Institute of Training and Development, note that these ideas are often considered to
be synonymous.
However, to practitioners, they encompass three separate, although interrelated,
Activities.

TRAINING
This activity is both focused upon, and evaluated against, the job that an individual

currently holds.

EDUCATION

This activity focuses upon the jobs that an individual may potentially hold in the

future, and is evaluated against those jobs.

DEVELOPMENT

This activity focuses upon the activities that the organization employing the

individual, or that the individual is part of, may partake in the future, and is almost

impossible to evaluate.
 TRAINING IS DIFFERENT FROM

EDUCATION AND DEVELOPMENT

The economic scenario in India has undergone a tremendous change over

the last few years. The process has been hastened by the initiatives of the

government to liberalize the economy and integrate it with the global environment.

Liberalization and globalization have caused a lot of change in different

organizations, which is their response to the changing conditions. In this scenario,

any organization is faced with the challenges of coping with the change and

preparing the enterprise, so that it can adapt adequately to environmental (external)

changes.

One of the important elements of this dynamic environment is our Human

resources who can and will play an important role in constantly adopting new

developments and making change work. Of all the complicated machinery that the

modern industry employs the most complicated is the man who operates the other

machines. With the rapid advancement of technology all the other machines are

replaced one day. However, no technology has been and probably will ever be able

to replace man.
 Human resources is an inevitable part of any organization and particularly

their training is an aspect which organizations have to attend for future success. In

view of the increased pressure to stay competitive, organizations and individuals

have to reorient their training systems. The demands of industry and commerce are

continually changing and are reflected in the activities of the training department and

the training programmes. New approaches, skills, operations and procedures

require either new training programmes or modifications of existing ones. This in

turn affects the members of the training department-planners, designers, trainers,

and administrators who have to develop different programmers.

The training process is complex and starts at a decision making event. The

success of training professionals in the developed and industrialized countries is

indicated by the fact that training got more respect and was seen as the main HRD

tool. A well planned training programmer assists people at work to achieve

organizational goals while at the same time develop their individual potential. In

order to achieve this, need assessment of training and analysis has to be properly

conducted which can have a profound impact on the organization and its

performance in any economic scenario. It improves the quality of training

programmes as well as the effectiveness of the training function. In other words, a

proper need assessment improves an organizations performance by discovering

training and non-training problems and their areas of influence.

 Today, the work place and the work force are going through many changes.

IN Terms of work place, the increased use of high technology, the continuing shift

from a manufacturing to a service economy and the increasingly global business

world necessitates ongoing employees training programme. In terms of the

changing work force, the increasing number of immigrants with limited educational

back ground as well as continuing problems in the primary and secondary

educational systems compels the organizations to provide for training

programmers’. To make the organization productive, it is essential that the individual

skills be developed to achieve and fulfill the organizational needs. In this critical

context, training has an important role to play.

Training is also essential for maintaining global competitions. In India training

needs continue to be assessed less seriously and in the primitive ways in most

organizations. The effectiveness of training is very rarely assessed. It is because of

this context of training in India today. I have been encouraged to see and identify

training needs, their evaluation, existing training programmes and the effectiveness

of training programmes in “HAL, LUCKNOW DIVISION”. The findings provide

insights into the current status of the training function at HAL and also the

information on the benefits of training.

1. Training is different from education:

Education is theoretical learning in classroom. Training is the act of increasing the

knowledge and skills of an employee for doing a particular job. It is concerned with

imparting specific skills for a particular purpose. It attempts to improve the

employees performance on the current job or prepare then for an intended job. On

the other hand, education is a broader term concerned with increasing the

knowledge and understanding of the employee’s total environment.

Education develops a rational and educational mind that can determine

relationships among pertinent variables and thereby understand phenomena. It is

theoretical learning in class rooms which involves a range of skills and expertise

which can be provided only by education al institutions.

Training and education differentiated

TRAINING EDUCATION
1) Application Theoretical Orientation
2) Job experience Class room learning
3) Specific tasks General concepts
4) Narrow perspective Broad perspective

2. Training is also different development:

Development refers to the learning opportunities designed to help employees grow.

Development is a long-term educational process utilizing a systematic and

organized procedure by which managerial personnel learn conceptual and

theoretical knowledge for general purpose. It is not primarily skill oriented instead; it

provides general knowledge and attitudes which will be helpful to employees in high

positions. Efforts towards development often depend on personnel drive and

ambition. Development activities, such as those supplied by management

development programmers are generally voluntary.

INPUTS IN TRAINING AND DEVELOPMENT

Any training and development programme must contain inputs which enable the

participants to gain skills, learn theoretical concepts and help acquire vision to look

in to the distinct future. In addition to these, there is a need to impart ethical

orientation, emphasis on attitudinal changes and stress upon decision-making and

problem solving abilities.

NEED FOR BASIC PURPOSES OF TRAINING:

• To increase productivity.

• To improve quality and quantity of production.

• To help a company fulfill its future personnel needs.

• To improve organizational climate.

• To improve Health and Safety.

• Obsolescence prevention.

• Stability in organization.

TRAINING OBJECTIVES:

Every programme and every nominee to an external programme should have a

clearly designed objective. The objectives are statements of purpose and will give

anyone who reads it, a clear indication of the planned achievement. Clarity of

purpose at that time of formulation is necessary, in order that both participants and

the respective departments are clear as to the benefits that will derive as a result of

the training.

Two of the most commonly stated objectives of the training process in a work

organization are –

• To assist workers to perform at the optimum level in current jobs.

• To develop employees for future jobs.

An often stated aim is to strengthen the organization’s ‘culture’ by developing a

broad understanding of the way that we do things here.

TRAINING POLICY:

To ensure that the organization’s workforce is effective, every company or

organization should have a well-established training policy. Such a policy represents

the top management’s commitment to the training of its employees, and comprises

rules and procedure governing the standards of scope of training. A training policy is

considered necessary for the following reasons:-

• To indicate a company’s intention to develop its personnel; to provide

Guidance in the framing and implementation of programmers’ and to Provide

information concerning them to all concerned.

• To discover critical areas where training is to be given on a priority bases ;

• To provide suitable opportunities to the employees for their own betterment.

THE TRAINING PROCESS:

Since training is a continuous process and since it consumes time and Entails much

expenditure, it is necessary that training programmed or policy Should be prepared

with great thought and care, for it should serve the purpose of the establishment as

wells the needs of employees.

A successful training programmer presumes that sufficient care has been

taken to discover areas in which it is needed most and to create the necessary

environment for its conduct.

The selected trainer should be one who clearly understands his job and has

professional expertise, has an aptitude and ability for teaching, possesses a

pleasing personality and a capacity for leadership, is well versed in the principles

and methods of training in relation to an enterprise.

 MEASURING EFFECTIVENES IN MANAGEMENT

TRAINING $ DEVELOPMENT

Successfully measuring effectiveness in management training and development can

be a difficult task. Design of a valid measurement programme should include

evaluation in key areas; including emotional reaction and knowledge gain measured

After training interventions. Behavioral change and organizational impact

Measurements should be used on a longer time horizon to evaluate the progress

and currency of the management development programme. Finally, research shows

that maintaining a balance of the above measurements is the final key to success in

measuring the effectiveness of management training and development. Over a four

year period, starting July 2004, four measures have been implemented:

Measure 1:
Language training program including English second language training for

francophone professionals in each region, French second language training for

English-speaking professionals working in a francophone institutional milieu and

development of distance educational materials to support language instructors and

learners;
Robyn Albers, from Gatineau’s Heritage College, uses innovative techniques in her

Classroom to improve the English language skills of the region’s health care

workers.

Measure 2:
Retention and distance professional and community support initiatives to encourage
English-speaking professionals and English-speaking students to move to or stay in
the regions;
In 2008, eight students participated in community nursing internships at four English

schools in Montreal’s East End. From left to right starting from the front row: Valerie

Rea, Clara Lauture, Julie Crépeau-Boisvert, Julie Laliberté; second row: Rebecca

Yeung, Perle Arcand-Lussier, Elizabeth Murphy-Lavallée, Mayari Linares Recinos.

Measure 3:

Seminars and conferences are intended to suppport communication among

professionals and share best practices;

In September 2008, participants in Measure 1 (Language Training Program) and

Measure 2 (Retention and Distance Professional and Community Support

Initiatives) of the McGill Training and Human Resources Development Project

gathered in Montreal for a seminar aimed at reviewing the Project’s prospectus for

the years 2008-2013.

Measure 4:

Measure 4 consists of an innovation fund supporting local and regional initiatives

involving projects for retaining English-speaking personnel in the regions.

 The Magnetic English-speaking Community Development Corporation

(MCDC) Team, directed by Suzanne Aubre, has put in place a very successful

internship Program in collaboration with the McGill Project. From left to right – first

row: Peter With comb, Ann Marie Powell, Maureen Small, Aline Visser; second row:

Hélène Doré, Julie Gagné; back row: Suzanne Aubre, Myriam Gayrard.

This project is financed by Health Canada as part of its program to support Quebec

initiatives with a view to improving access to health and social services for English-

speaking people. A global budget of $11.9 million is allocated to develop, apply and

evaluate these measures.

WORKING OF TRAINING DEPARTMENT

 The department is located in a spacious campus very near to factory. It has

got its own all modem a latest “Training aid / facility like – OHP, 40” TV monitor with

VCR Video Camera , tape recorder, two air conditioned conference, hall, four

classrooms and auditorium with a capacity of 150 seats for conducting seminars,

workshops, A well equipped library , PCs with printers, Lucknow Training Division

was established in 1970 for imparting apprenticeship training to apprentices (I.T.I. /

Graduates Diploma holders) and also to meet the requirement of internal and

external training and need based programmes for officers / workmen in this division

in the field of management / technology to improve their managerial & technical

capabilities.

LEARNING CENTRE

Learning Centre with the facilities of Pentium computers with internet and

multimedia facility and inkjet printer have been established with the various HAL

Manuals as regarding materials with the purpose to increase the knowledge of

employees and officers by their self involvement & utilization of facilities.

ACTIVITIES CONDUCTED BY TRAINING DEPARTMENT

• In –house Training programmes.

• External Training programmes.

• Induction of ITI / Diploma Graduate.

• Imparting 40 days trade related instructions classes to ITI trade

apprentices for a period of 6 days.

• NCVT training exams for IT trade apprentices twice in a year.

• Vocational Practical training to Engineering students.

• Two months literacy classes for HAL employees under recruitment &

• promotion rule.

• Management Trainees Scheme sponsored by corporate office.

• National Literacy Mission.

• Training of HAL Staff College Bangalore.

• Training under self learning scheme for outside agencies.

• Hindi Karyashala.

• Yoga Classes.

• Computer Training.

• Seminars.

OBJECTIVES OF TRAINING DEPARTMENT

Rapid technological development in the field of Aerospace demands change in the

management with a long term HRD plan, which is reviewed and redefined from time

to time for better results which focus on:

• Improving the job knowledge and skill of employees to undertake the Current

and future responsibility more efficiently.

• Improving / changing the attitude of people towards work, organization and

Objectives to develop better inter – personal relationship and team spirit through

Technological, behavioral & managerial training input.

TRAINING PHILOSOPHY

Training and Development efforts in organization should facilitate bridging

Performance gap. Performance gaps are defined as “discrepancies between what

the organization could do by virtue of a goal related opportunity in its environment

and what it actually does in terms of exploiting the opportunity.”

“Training and Development” efforts are expected to empower the participants by

helping them to acquire job related knowledge skills, attitudes and capabilities.

Further it is expected that need based training and development efforts should lead

to implementation of learning in work settings & improvement on a continuous basis

Continuous HRD to meet organization objectives and to build a vibrant organization

responsive to change in the environment.

VARIOUS TRAINING ACTIVITIES

STAFF COLLEGE TRAINING ACTIVITIES

HAL staff College has been designed & conducting Management Development

programme (MDP) for middle and senior level executives i.e. Executives from the

rank of deputy managers (grade III) & above. About 80 – 85 days of training is

conducted every year covering about 1000 executives.

Such a massive training effort should help various divisions of a company to

improve their effectiveness.

As the apex training institutions, Staff College was established in 1969. It is

entrusted with responsibility of:

• Conducting training programmes for middle and senior managers.

• Selection of middle man trainees. ( MTs)

• Overseeing the divisional training activities relating to MDPs.

• .co-coordinating training activities with corporate office.

The programmes conducted by Staff College fall into two categories:

1. Interactive Programmes.

2. Functional Programmes (related to production, management, financial

Management etc.)

Apart from this there are special Career Development Programmes for middle level

& senior level executives who show a promising potential for advancement. Some

career development programmes are:

• Senior Executive Programmes

• Senior Management Programme

• Advance Management Programme

Nominations of the participants to these courses are finalized at the corporate level.

The calendar of programmes of courses that are conducted by staff college is drawn

up by staff college in every financial year and circulated among divisions. The

divisions are required to sponsor personnel for various courses and sent nomination

directly to the Staff College.

FACULTY

Training programmes offered by staff college are conducted by experienced and

Qualified faculty of the college supported by eminent faculty drawn from reputed

management institutes such as IIMS,ITI. Etc. A mix of conventional methods of

lectures and seminars as well as modern methods Such as case study,

management games etc are used in training.

1. EFFECTIVENESS OF TRAINING

To know it on the last day of the programme every participant has to give

presentation and prepare action plan which they could implement on their on their

return to work place.

2. TRAINING OUTSIDE

The company also nominates employees officer on a selective basis for external

Training programmes, Seminars for this purpose GMs & MDs have been

empowered. Senior & Top executives are sent to advance management courses

Conducted by IIM, AIMA, IIT, ISTD, ISI, XLRI, TISS etc.

TRAINING ABROAD

• Training at the work of company collaborations.

• Summer courses & conferences abroad

• Training at academic institutions abroad like – Birmingham University, UK,

Canfield Institute of Technology.

Selected personnel of the company are deputed for training abroad

according to company needs. The company utilizes opportunity provided by GOI,

BPEs and organization such as National Productivity Council.

3. IN HOUSE PROGRAMMES (AT DIVISIONAL CENTRE)

This refers to the training within the division. Most of the programmes change every

year. The Technical Training Centre (TTC) organize training programme for the
grade II & I officers and the workmen. In certain cases they conduct courses for

middle & high level executives.

OBJECTIVES OF DIVISIONAL TRAINING CENTRE

• To impart knowledge and skills of the divisional man-power in order to

increase productivity.

• To impart apprenticeship training to the trade apprentices ITI / Diploma

holder / Graduates under the Act.

ACTIVITIES OF DIVISIONAL TRAINING CENTRE

• Providing professional advice on HRD matters in general and training matters

in particular.

• Conducting training programme for Junior functional executive and workmen

in functional areas of management such as Management Development, Supervisory

Development, Technical Development & Workmen Development Programmes.

• Processing nomination for training programmes.

• Activities relating to training of MTs.

• Conducting literacy classes for illiterate workmen.

• Customer Training.

• Apprentices Training under Apprenticeship act 1961.

• Co - ordination with Internal and external agencies on training matters.

• Practical Training of / Project work for student.

The training programmes of TTC are classified as:

 a) Core programmes.

b) Functional programmes.

CORE PROGRAMMES

These programmes cut across functional boundaries and are “priorities areas” for

The divisional training centers to concentrate on these areas:

• Advance Management

• General Management & Development

• Leadership and Motivation

• Shop for Management etc.

FUNCTIONAL PROGRAMMES

In these programmers’, participants from specific functional areas only participate.

Few functional programmes are:

• Production Management

• Quality control

• IR and Labour law

• Financial Management

Induction training is also provided to newly appointed executives.

The DTC has been organized as two wings for purpose of training.

• Apprentice Training Wing.

• Management Training Wing.

APPRENTICE TRAINING WING

Presently suitable ITI certificate holder in 17 different trades are being tested

Inducted and trained for ½ year after successful completion of apprenticeship

Training they are eligible to appear for NCVT Examination. Diploma/Graduate

apprentices are also being conducted under the Act for a period of one year.

MANAGEMENT TRAINING WING

With a view to induct high caliber manpower with good academic records to fill

Management positions the company started recruiting management trainees in

various disciple (Tech / Non. Tech.) Who are given 78 weeks of Training at

Divisional Training Center?

The available infrastructure in the Training Department is also being used

on demand basis by various outside customers to train them in various fields as per

the terms & condition of HAL.

TECHNIQUES AND APPROACHES IN TRAINING

The choice of the method, would be governed by a combination of factors:- the

objectives, the contents – whether it is knowledge based or process based, the level

in the organization and the education profile of the participants. Training methods

have been broadly classified into two:-

1. On the job training - Provided at the work site.

2. Off the job training - Conducted away from the work site.

ON THE JOB TRAINING:

Under this technique, an employee is placed on a new job and is told how it may be

performed. Employees are coached and instructed by skilled co-workers, by

supervisors, by the special training instructors. They learn the job by personal

observation and practices as well as occasionally handling. It is learning by doing

and it is most useful for jobs that can be learned quickly by watching and doing.

Another feature of this method is that it takes less time to provide braining to the

workers and also directly adds to the production. There are several methods in

vogue which makes use of on-the-job training concept. Some of them are as

follows:

1. One to one instruction:

In this method, a person who serves as a trainer for the organization meets with the

employee at the work place and explains the operation with relevant aids. The

instructor then shows the learner how the process works, ensuring as far as
possible there understands. Finally the trainee practices the process under the

supervision of the training.

2. Coaching:

This learning at work is achieved by the use of actual work, as opposed to the more

artificial nature of training course activities.

There are many occasions for which the coaching method is most usefully applied:-

• When an employee demonstrates a new skill or ability?

• When an employee expresses interest in a different job within the

organization?

• When an employee seeks feedback?

• When an employee seeks help with a new skill following a formal training

programme?

• When an employee is violating company policies or having performance

problems?

3. Job Rotation:

Job rotation is a formal planned programme that involves assigning trainees to

various jobs in different parts of the organization. The purpose of job rotation is to

provide trainees with a larger organizational perspective and a greater

understanding of different functional areas, as well as better sense of their own

objectives and interests. In terms of advantages, job rotation appears to improve the

participant’s job skill, increase job satisfaction, and provides valuable opportunities

for networking within the organization.

4. Vestibule Training or Training-centre Training:

It involves classroom training imparted with the help of equipment and machines

identical to those in use such at the place of work. Theoretical training is given in the

classroom, while practical work is conducted on the production line. It is often used

to train clerks, bank tellers, inspectors, machine operators, typists, etc.

5. Apprenticeship / Internship:

An apprenticeship is a formal programme involving a combination of

classroom instruction and hands – on practice and training. This method is generally

used to impart skills requiring long period of practice as found in trade, crafts and

other technical fields.

Internship is a programme that provides work experience to students prior to

graduation from an academic programme. The object of this type of training is to

bring about a balance between theoretical and practical knowledge. It is usually

applied to managerial personnel & provides wide variety of job experience, often

involving job rotation.

OFF THE JOB TRAINING:

This method involves the creation of a separate training centre within the plant itself

or training is conducted away from the work site for the purpose of providing training

to the new employees.

1. Lectures (or class – room instruction):

Lectures are regarded as one of the simplest ways of imparting knowledge to the

trainees, especially when facts, concepts or principles, activities, and theories and

problem – solving abilities are to be taught. Lectures are formal organized talks by

the training specialist. The expert may encourage discussion and question, but the

majority of the information is delivered through one way communication. The lecture

method can be used for large groups which are to be trained within a short time,

thus reducing the cost per trainee.

2. Conferences and seminars:

Often an executive is deputed to attend conference, seminar or workshop to receive

a quick orientation in various areas of management with which he might be

unfamiliar. One advantage of this type of training is that all the participants coming

from different organization get an opportunity to pool their ideas and experiences in
attempting to solve mutual problem. The attitude is one of the joint exploration. This

encourages cross fertilization of ideas.

3. Case studies (Learning by doing):

The ‘case’ is a set of data (real or fictional) written or real miniature description and

summary of such data that presents issues and problems calling for solutions or

action on the part of trainee. When the trainees are given cases to analyze, they are

asked to identify the problem and recommend tentative solution for it . The case

study is especially valuable as a technique of developing decision – making skills

and for broadening the perspective of trainee. Some companies write their own

cases to make them relevant to their own industry or to specific problems.

4. Role playing:

In this method, the instructors assign parts taken from case materials to group

members. The role players attempt to act the parts as they would behave in a real

life situation, working without script or memorized lines and improvising as they play

the parts. Role playing is especially useful in providing new insight and in presenting

the trainee with opportunities to develop interaction skills.

5. T – Group Training:

This usually comprises association, audio - visual aids, and planned reading

programmes. Members of a professional association receive training by it in new

techniques and ideas pertaining to their own vocations. Through a regular supply of
professional journals and informal social contacts or gatherings, members are kept

informed of the latest development in their particular field.

Audio – visual aids, records, tapes, films are generally used in conjunction with

other conventional methods. Planned and supervised reading programmes are

conducted. Technical publications and the latest journals are kept in the library for

the use of the trainees.

6. Computer Based Training:

This training has a major impact on business and the organization. The employees

can now use multimedia presentations to train employees, and the flexibility allows

for different learning and provides a great deal of feedback to the trainees.

Computers are used to present material to trainees either at their own place or in

their offices. In terms of speed however, research indicates that computer based

training results in faster learning time than a traditional lecture approach.

CHAPTER II

COMPANY PROFILE

Hindustan Aeronautics Limited (HAL)

 Came into existence on 1st October 1964, The Company was formed by the

merger of Hindustan Aircraft Limited with Aeronautics India Limited and Aircraft

Manufacturing Depot, Kanpur.

The Company traces its roots to the pioneering efforts of an industrialist with

extraordinary vision, the late Seth Walchand Hirachand, who set up Hindustan

Aircraft Limited at Bangalore in association with the erstwhile princely State of

Mysore in December 1940. The Government of India became a shareholder in

March 1941 and took over the Management in 1942.

Today, HAL has 19 Production Units and 9 Research and Design Centers in

7 locations in India. The Company has an impressive product track record – 12

types of aircraft manufactured with in-house R & D and 14 types produced under

license. HAL has manufactured over 3550 aircraft, 3600 engines and overhauled

over 8150 aircraft and 27300 engines.

HAL has been successful in numerous R & D programs developed for both

Defense and Civil Aviation sectors. HAL has made substantial progress in its current

projects.

Various military and civil upgrades, Dhruv was delivered to the Indian Army,

Navy, Air Force and the Coast Guard in March 2002, in the very first year of its

production. HAL has played a significant role for India's space programs by

participating in the manufacture of structures for Satellite Launch Vehicles like

• PSLV (Polar Satellite Launch Vehicle)

• GSLV (Geo-synchronous Satellite Launch Vehicle)

• IRS (Indian Remote Satellite)

• INSAT (Indian National Satellite)

HAL has formed the following Joint Ventures (JVs) :

• BAE HAL Software Limited

• Indo-Russian Aviation Limited (IRAL)

• Snecma HAL Aerospace Pvt Ltd

• SAMTEL HAL Display System Limited

• HALBIT Avionics Pvt Ltd

• HAL-Edgewood Technologies Pvt Ltd

• INFOTECH HAL Ltd

Apart from these seven, other major diversification projects are Industrial

Marine Gas Turbine and Airport Services. Several Co-production and Joint Ventures

with international participation are under consideration.

HAL's supplies / services are mainly to Indian Defence Services, Coast

Guards and Border Security Forces. Transport Aircraft and Helicopters have also

been supplied to Airlines as well as State Governments of India. The Company has

also achieved a foothold in export in more than 30 countries, having demonstrated

its quality and price competitiveness.

 HAL has won several International & National Awards for achievements in

R&D, Technology, Managerial Performance, Exports, Energy Conservation, Quality

and Fulfillment of Social Responsibilities.

HAL was awarded the “INTERNATIONAL GOLD MEDAL AWARD” for Corporate

Achievement in Quality and Efficiency at the International Summit (Global Rating

Leaders 2003), London, UK by M/s Global Rating, UK in conjunction with the

International Information and Marketing Centre (IIMC).

HAL was presented the International - “ARCH OF EUROPE” Award in Gold

Category in recognition for its commitment to Quality, Leadership, Technology and

Innovation. At the National level, HAL won the "GOLD TROPHY" for excellence in

Public Sector Management, instituted by the (Standing Conference of Public

Enterprises cope). The Company scaled new heights in the financial year 2006-07

with a turnover of Rs.7, 783.61 Cores.

PRODUCTS AND SERVICES OF HAL

METALLOGRAPHY

Well equipped to carry out macro and micro examination, grain flow, inclusion

rating, defect detection, phase identification, quantitative metallographic, welding

inspection etc., for various material under different conditions. Fracture analysis of

components failed in service, process and also during regular testing under varied

conditions are carried out using stereo microscope and scanning electron

microscope.

CALIBRATION

Comprehensively equipped to calibrate various kinds of force measuring

equipments upto 30,000 kn, thermocouples up to 1100°C and heat treatment

furnaces of different sizes.

CHEMICAL ANALYSIS

Quick and accurate chemical analysis of more than sixty elements for various

engineering materials. Trace element analysis of several elements to ppm levels.

MECHANICAL TESTING

Material can be tested for hardness, tensile, creep, stress corrosion, fatigue, fracture

toughness, fatigue crack growth rate etc. , under different testing conditions to meet

national and international standards / specifications.

NON–DESTRUCTIVE-TESTING
Well equipped to carry out X-ray radiography, ultrasonic inspection, and surface

inspection using dye penetrate, eddy current testing and magnetic particle methods

On variety of components made of different materials as per national and

international-standards.

OTHER FACILITIES

Several facilities like hammers, induction, resistance and oil fired furnaces, heat

treatment, powder metallurgy facilities, ring rolling machine etc., available in the

Foundry & Forge Division are accessible to the laboratory for any R&D work.
 PRODUCTION DIVISION

 ENGINE DIVISION: Along with aircraft manufacture, HAL has also set up facilities

at

its Engine Division for the manufacture of jet engines to power its aircraft. At

present,

The following types of engines are produced under licenses. Government of India

has approved manufacture of Garret Engine under license agreement with M/s

Garret (GTEC), U.S.A besides the above, the engine Division also undertakes
 overhaul of a Variety of jet engines. It also manufactures Allen Frigate Ancillaries’

for Leaner class Naval Frigates.

 HELICOPTER DIVISION: Helicopter Division manufactures Cheetah and Chetak

helicopters for use by IAF and Navy for training, Communication, Rescue, Casualty

Evacuation, Supply dropping etc. Cheetah helicopters are also operating in Civil

sectors and further orders are expected. Helicopter Division also undertakes

overhaul of helicopters.

Artouste-III B…..for Cheetah & Chetak Helicopters Orpheus….for Kiran

Aircraft

Adour MK.811 …… for Jaguar

 OVERHAUL DIVISION: The overhauls Division carrier out repair /overhaul of a

variety of aircraft ranging from small piston engine aircraft to modern jet fighters and

bombers. Along with these it overhauls different models of piston engines and allied

accessories and instruments. The Division has to its credit overhaul/ repair of more

than 1500 aircraft. It has also setup repair bases attached to important Air Force

Units all over the country.

 FORGE AND FOUNDRY DIVISION: The Foundry and Forge Division supplies a

large range of sophisticated radio graphical quality castings and forgings, both

ferrous and non- ferrous to the different Division of HAL. It also supplies complicates

components to the Ordinance Factories and other PSU’s in the country.

ACCESSORIES COMPLEX

 HYDERABAD DIVISION: HAL Hyderabad Division has designed and developed

advanced radio and communication equipment, air-borne and ground radar

equipment, avionics system for various types of aircraft produced at HAL as well as

for Army, Navy and P&T based on indigenous design.

 KORWA DIVISION: A new Division has been set up at Korwa for manufacture of

Advanced Navigation and Weapon Aiming Systems, Display Systems, Flight Data

Recorder etc.

 KANPUR DIVISION: Kanpur Division has completed the manufacture of medium

transport Avro Aircraft (HS-748) under license. The division now manufactures HPT-

32 trainer aircraft and the latest version of gliders called ARDHRA. The government

of India has approved manufacture of Dornier light transport aircraft) aircraft under
 license agreement with M/s Dornie GmbH, West Germany, and the production of

the aircraft has commenced at Kanpur from 1985-86.The Division will, under the

Guidance of designers from the aircraft Design Bureau, Bangalore, modify two Avro

748 aircraft to carry Antennae for radar, Communications, other ESM equipment,

power generation Equipment special cooling equipment etc. The aircraft are the

Airborne Early Warning demonstrator aircraft.

MIG COMPLEX:

 NASIK DIVISION: The Nasik Division currently manufactures the MIG-27M and

MIG-21 BIS aircraft, having successfully completed the manufacture of MIG-21 FL

and M version earlier. It also overhauls all variants of MIG-21 aircraft.

 KORAPUT DIVISION: The Koraput Division having successfully completed

program for manufacture of R11 F2 and F2 engines fitted to MIG-21 FL and MIG –

21M aircraft. Is currently engaged in the manufacture of R-25 engines for MIG BIS

aircraft .In addition, the factory manufactures forgings and castings in its `Foundry &

Forge Shops to meet the requirements of both MIG aircraft and engines. It is

engaged in the overhaul of engines fitted on the MIG series of aircraft. The Division

has also commenced the manufacture of R29 engines for MIG-27 aircraft.
 DESIGN AND DEVELOPMENT COMPLEX: As already mentioned above, HAL has

Designed and developed a Varity of aircraft which includes HT-2, HF-24, HJT-16

(Mk. I& II) Ajeet HPT-32 and HTT-34.Design activity has been further expanded to

Include Avionics in Hyderabad, Accessories at Lucknow and work has commenced

On Helicopter and small jet Engines at Bangalore.

 AIRCRAFT RESEARCH AND DESIGN CENTRE: Aircraft design & development

with rich in service experience and state of the art facilities including prototype

Manufacturing. The centre is currently engaged in the design and development of

the IJT as a replacement for the Kiran and Light Combat Aircraft (LCA) programs

yet

Another prestigious project is progressing well and HAL is gearing up for its

Production as a follow on project of MIG 21 series aircraft. Final development Tests

are in progress.

 ROTARY WING RESEARCH AND DESIGN CENTRE: This centre is responsible

or Design and development of helicopters. The bureau also undertakes programs

covering modification on Cheetah, Chetak, FRB blades for wind powered turbines.

The prototype testing and flight certification of the multirole multi mission helicopter

the Advanced Light Helicopter is in progress. The prototype has completed more
 than 1000 hrs of accident free flying. Production of first commercial batch is in

progress. A civil variant of ALH is under development.

HAL – R & D CENTRES

• Aircraft Research and Design centre (Bangalore).

• Rotary wing Research and design centre (Bangalore)

• Engine Test Bed Research and design centre (Bangalore)

• Strategic Electronics and Design centre (Hyderabad)

• Aerospace System and Equipments research and Design centre (Lucknow)

• Transport Aircraft Research and design centre (Kanpur)

• Aircraft upgrade Research and design centre (Nasik)

BASIC OBJECTIVE IF THE COMPANY:

• To serve as an instrument of the National policy to achieve self-reliance in the

design, development and production of aircraft and aeronautical equipment, to meet

the country’s changing and growing needs with needs special emphasis on military

requirements.
• In fulfillment of this objective, The Company shall regard itself fundamentally

responsible for design and developments, relying, however, upon such relevant

facilities as are available in other national institutions but always holding itself

basically responding for the growth and furtherance of the country’s aeronautical

capability.

• To so conduct its business economically and efficiently that it can contribute its due

share to the national efforts to achieve a self-reliant and self-generating economy.

Towards this end, to develop and maintain an organization which will readily

respond to and adopt the changing matrix of socio techno-economic relationship

and wherein a climate of growing professional competence, self-discipline, mutual

understanding, deep commitment and a sense of belonging will be fostered and

each employee will be encouraged to grow in accordance with his potential for the

furtherance of the organizational goals.

• Consistent with the Basic objectives of the Company, The Personnel Department of

the Corporate Office has adopted certain specific objectives which will act as a

source of inspiration and guidance in evolving personnel policies and framing rules

and regulations for growth and development of employees and to ensure their deep

commitment and sense of belonging to the Company. These specific objectives are

stated below:
a) Ensure quality of personnel at all levels and provide them the right work

environment. Job satisfaction and professional challenges.

b) Provide a healthy blend of employees who have grown with the organization and

those selected from outside.

c) Ensure employment of minimum number of personnel and avoid surpluses.

• Motivate employees to be increasingly achievement oriented.

• Identify personnel with potential for growth.

a) Provide adequate opportunities for personnel to improve the level of their

professional knowledge.

b) Personnel with talent and potential for growth to be developed to shoulder higher

responsibilities.

c) Progressively introduce participative style of Management.

d) Ensure uniformity in principal conditions of service.

e) Maintain effective communication and harmonious relationship with employees at all

levels.
f) Provide for welfare and happiness of personnel at all levels and their families.

PERSONNEL DEPARTMENT- HAL CORPORATE OFFICE

The primary functions of the Corporate personnel Department are:

• Responsible for initiating and evolving sound personnel policies, procedure and

practices in consonance with the basic objectives of the Company.

• Responding for laying uniform service conditions for all employees

• Responding for recruitment and promotion of officers in respect of posts in

Grade-V and above on company wide basis.

• Implementation of Presidential Directives in the matter of reservation of posts for

SC/ST , physically handicapped and ex-servicemen and dependents of those

killed in action;

• Holding periodical meeting and discussions with representatives of all

Recognized unions for resolving issues of companywide nature and enter into

agreement in respect of wage & allowances and allied matters;

• Advise and assist the Divisional Management in maintaining and developing

healthy and harmonious industrial relations;

HAL’S INTERFACE WITH GOVERNMENT

& OTHER AGENCIES

The Company while formulating its long term plans in regard to Management of

Human Resources, Wages and Salary Administration, Labour, Management

Relations etc., have to deal with a number of outside organizations, These include

the Bureau of Public Enterprises which has to clear the company’s broad policies in

regard to Salary & Wage increases, monetary incentive schemes etc; also issue

broad guidelines which are normally to be kept in view by Public Enterprises while

formulating its own policies.

Another organization which helps Public Enterprises while to voice its views in the

appropriate Ministers in the Government of India is SCOPE (Standing Conference

Of Public Enterprises) . In order to ensure uniformity in the policies those are

followed by the Company particularly in relation to labour, a body known as the

CCUI (Co-ordination Committee of Union Industries) has been formed with

representation of BEL, HMT, BEML & ITI. Details of (BPE, COPU, and CCUI) are

given below:
 CONSTITUTES AND FUNCTION OF THE BPE:

The Bureau of Public Enterprises (BPE) has been set up under the department of

public Enterprises Ministry of Industry.

The BPE acts as a service, Co-ordination and evaluation agency and carries out the

following mainfunctions:-

a) As a central Point of reference and consultation dealing with matters of general

interest, like organizational pattern, personnel policies ,collaboration arrangements,

training programs, project planning, economic, social and financial policies ,Wages

7 salary structure, Perks etc.

b) To devise steps to improve productivity and profitability of Public Enterprises by

constant review of their performance through suitable methods of reporting and

analysis of the performance date;

c) To issue guidelines to the PSUs on various aspects of Management referred to

above, form the point of view of maintaining uniformity and to remove any

distortions/ aberrations;

d) To furnish periodical reports to Parliament and Government on the working of Public

Undertakings;

e) To advice the Public Enterprises on any matters referred to by them.BPE also assist

the parliamentary Committee on Public Undertaking (COPU) in consultation with

other Administration Ministries ;

 STANDING CONFERENCE OF PUBLIC ENTERPRISES (SCOPE)

• The scope is the apex body of all Central Public Sector Enterprises created with the

Objective of promoting better understanding among the Public about the individual

And collective contribution of Public Sector in building the industrial base of the

nation. Its main role is to assist public sector in such ways as would help improve its

Total performance and also convey such information and advice to the community

and the Government as would generally help the public sector in its role.

• Chairman and Directors of Public Sector Enterprises are appointed by the President
 Of India. Appointments are normally for a period of five years of till the age of

superannuation whichever is earlier. In order to provide the widest possible base for

Selection of top personnel, Government has constituted the public. Enterprises

Selection Board, which is charged with the responsibility of selecting personnel for

these posts. The Committee is also consulted the tenure of any Director is

extended.

This Committee functions in the Department of personnel and Administrative

Reforms of the Government of India.

 CO-ORDINATION COMMITTEE OF UNION INDUSTRY IN BANGALORE

Bangalore is the headquarters of HAL, BEL, BEML, ITI and HMT. Traditionally there

has been good deal of commonality in the wage and salary structure and basic

condition of service of personnel in these industries. In order to adopt a common

and

rational approach in dealing with demands made by trade unions in these industries,

on informal Committee of Heads of these 5 public sector undertaking has been

armed for discussion on major issues, such as pay scales and allowances and other
 Monetary demands of employees in these industries. Major issues of policy are

taken up with Government by Chairman, CCUI, on behalf of the member industries.

This is known as Co- ordination committee of Union Industries (CCUI).

• This Committee meets as and when necessary. The chairmanship of the

Committee goes by Rotation. The present Chairman of the CCUI is Chairman, HAL.

ORGANISATIONAL GROTWH OF HAL

2002 as Aircraft Manufacturing Division and

NASIK DIVISION Establishment of SUKHOI
Aircraft Overhauling ENGINE DIVISION at
Division

2000
Establishment of AIRPORT SERVICE CENTRE for Coordinating the Operation at HAL Airport

1998
Establishment of INDUSTRIAL & MARINE GAS TURBINE DIVISION FOR Aero derivative gas turbine

1988
Establishment of AERO SPACE DIVISION for Structure of Aero Space Launch Vehicle

1982 Establishment of KORWA DIVISION foe Advanced Avionics

1974 Establishment of FOUNDRY & FORGE DIVISION at Bangalore

1970Establishment of HELICOPTER DIVISION at Bangalore

Establishment of LUCKNOW DIVISION for Accessories

1964
Foundation of HINDUSTAN AERONAUTICS LIMITED by merger of three companie

1962
Establishment of AERONAUTICS INDIA LIMITED at Nasik, Koraput &Hyderabad for MIG Airframes,
 1960
Establishment of AIRCRAFT MANUFACTURING DEPOT atKanpur
Establishment
for HS
of- ENGINE
748 DIVISION at Banga

1940
CORE BUSINESS
HINDUSTAN OF HAL
AIRCRAFT LIMITED at Bangalore

Affirming its commitment to the Defence Services and to achieve strategic

self reliance in the Aerospace Sector in the country, HAL’s core business activities

comprise:

• Design, Development and Production of Fixed Wing aircraft (Fighters, Trainers &

Transport) and Helicopters, their Engines, Avionics & Accessories.

• Life Cycle customer support through Maintenance, Repair & overhaul of

Aerospace products.

• Manufacture of Structures and Integrated systems for space launch vehicles and

satellites.

The Company is launching new design & development projects on Fifth Generation
 Fighter Aircraft, Multi-role Transport Aircraft, Light Utility Helicopter, Turboprop

Trainer and UAVs to meet the future requirements of our Defense Services.

HAL – LIASION OFFICES

• London - Moscow

• New Delhi - Mumbai

• Vizag - Chenn

HAL HAS FORMED FOLLOWING

JOINT VENTURES (JVs):

• BAE HAL Software Limited

• Indo-Russian Aviation Limited (IRAL)

• Snecma HAL Aerospace Pvt Ltd

• SAMTEL HAL Display System Limited

• HALBIT Avionics Pvt Ltd

• HAL-Edgewood Technologies Pvt Ltd

• INFOTECH HAL Ltd

Apart from these seven, other major diversification projects are Industrial Marine

Gas Turbine and Airport Services. Several Co-production and Joint Ventures with

International participation is under consideration. HAL's supplies / services are

mainly to Indian Defense Services, Coast Guards and Border Security Forces.

Transport Aircraft and Helicopters have also been supplied to Airlines as well as

State Governments of India. The Company has also achieved a Foothold in export

in more than 30 countries, having demonstrated its quality and Price

competitiveness.HAL has won several International & National Awards for

achievements in R&D, Technology, Managerial Performance, Exports, Energy

Conservation, Quality and Fulfillment of Social Responsibilities.783.61Crores

FINANCIAL PERFORMANCE

The year 2007-08 was a year of growth, achievement and recognition for the

company. During the year HAL registered all time record turnover of Rs. 8625.33

crs. Registering a 10.82% growth over the previous financial year. The profit for the

year was Rs. 2164.23 crs. as against Rs. 1743.60 crs. in the previous year. The net

worth of the company has gone up from Rs. 2084.99 crs. (in 2006-07) to Rs.

3326.33 crs (in 2007-08). HAL has attained the status of a Zero Debt company

during 2007-08.Return to the government on the investment in HAL is steadily on

the increase with the highest Dividend of Rs. 327 crs. (271%) paid for the year

2007-08.

HAL MANAGEMENT ACADEMY (HMA)

HMA is a premier centre of learning having qualified faculty members and equipped

with all required training facilities. It regularly conducts series of training program

from entry level to senior executives of the company to facilitate continued

enhancement of their management skills and leadership qualities. It has embarked

on a journey to enable personal and professional development of executives of the

company belonging to all functions, through re-designing the required framework,

establishing of processes and making available opportunities for a sustained

learning and development, spanning their entire career. HMA has an ambitions

vision to go beyond training and enable executives of HAL to unleash their potential

and enrich their professional and personal lives

 EXPORTS

• HAL has emerged as a globally competitive Aerospace company. With the emerging

opportunities in the aviation sector and the scope in expanding HAL’s business

spectrum, export thrust is expected to reach new heights progressively.

• HAL has established its credibility for supply of high precision structural work

Packages to Aviation majors like Airbus and Boeing. Follow-on orders from Airbus &

Boeing reaffirm customer’s confidence in HAL’s export quality & Reliability.

• Recent contracts concluded for supply of Dhruv to Ecuador & Turkey helped HAL to

attain global presence. Towards this, HAL is in the process of setting up a regional

maintenance centre for Dhruv to cover after-sales logistic support in the entire Latin

American region.
• HAL has been participating in outsourcing programs of renowned aerospace

companies and is manufacturing structural & composite work packages of

aircraft/helicopter. HAL is also exporting rolled rigs, forgings, and castings for civil

aircraft engine programs.

• As an export initiative towards new market / product development, agreements have

been concluded for supply of TPE 331-12 Garrett engines, structural components

and assemblies for DO-228-212 aircraft and critical engine module components.

Dedicated facilities are being set up to address these new project requirements.

• HAL’s expertise in software, design and analysis has also resulted in export orders

from reputed aerospace companies. HAL has also made a major foray into civil

aviation by joining a prestigious project for conversion of Boeing 737-300 to freighter

version.

• HAL has been providing services support for MiG variants, Jaguar, Do-228, HS-748

And Cheetah/Chetak helicopters already in services

HAL’ S CORE VALUES

➢ CUSTOMER SATISFACTION:
 We are dedicated to build a relationship with our customers, where we become

partners in fulfilling their mission. We strive to understand our customer’s need ton

deliver products and services that fulfill and exceed all their requirements.

➢ COMMITMENT TO TOTAL QUALITY:

We are committed to continuous improvement of all our activities. We will supply

products and services that confirms to highest standards of design manufacture,

reliability, maintainability and fitness for us as desired by our customers.

➢ COST AND TIME CONSCIOUSNESS

We believe that our success depends on our ability to continually reduce cost and

our shorten the delivery period of our products and services. We will achieve this by

Eliminating waste in all activities and continuously improving all processes in every

area of our work.

➢ INNOVATION AND CREATIVITY:

We believe in striving for improvement in every activity involved in our business by

pursuing and encouraging risk taking, experimentation and learning at all levels

within the company with a view to achieving excellence and competitiveness

➢ TRUST AND TEAM SPIRIT:

 We believe in achieving harmony in work life through mutual trust, transparency,

co-operation and sense of belonging. We believe strive for building empowered

teams

To work towards achieving organizational goals.

➢ RESPECT FOR INDIVIDUAL:

We value our people. We will treat each other with dignity and respect and strive for

individual growth and realization of everyone’s full potential.

➢ INTEGRITY:

We believe in a commitment to be honest, trustworthy and fair in all our dealings.

We commit to be honest and devoted to our organization. We will practice self

discipline and own responsibility for our actions. We will comply with all

requirements so as to ensure that above organization is always worthy of trust.

AIM OF HAL

• International leaders with Aeronautics - Achievement oriented

• Progressive - Proactive
• Competitive - Profit oriented

• Climate conductive to employees - Collaborations

HAL – KEY TRUST AEREAS

• Leadership in Aerospace Research and development.

• Well defined financial goals and plans for 21st century.

• Under taking new design and Development of Jet Trainers.

• Two / four seated Helicopter, update MIG and JAGUAR series aircraft.

• Satisfy and exceed the present and future requirements of customers.

• Accelerate our efforts of production of Advance light helicopter.

• Development and production of Light Combat Aircraft.

• Participation in manufacture of new aircraft like Advanced Jet Trainer and

Sukhoi-30.

• Manufacture of 50 to 100 seated civil aircraft.

• New Strategies for export and diversification through joint venture and

subsidiary companies.

• Self – reliance through indigenization.

• Total quality in products and services.

PRODUCT OF HAL (LUCKNOW DIVISION)

• ELECRONICS State inverters

 ○ DC systems control and protection units

○ AC system control and protection units

○ Fuel management systems

○ Land management system

➢ PRECISION MANUFACTURING CAPABILITIES:

All ranges NC machines up to 5 axis Precision Conventional machines. As on 1-3-

02 the division has 3424 employees out of which 2734 are workme (1411 direct and

1323 indirect) and 690 officers. As on 25/7/04 the division has 3209 employees out

of whom 2616 are workmen (1350 direct and 1266 indirect) and 593 officers .As on

25-6-06 the Division has 3068 employees with breakup of 2508 workmen and 560

officers As on 25-7-06 the division has 3087 employees with breakup of 257

workmen (with 1331 direct workmen & 186 indirect workmen) and 570 officers.

• STRATEGY OF THE COMPANY (H.A.L.)

Emanating from the Company's Mission Statement, the strategic Human Resource

Development (HRD) goal of HAL is to create an atmosphere of technological and

 managerial excellence to become a globally competitive Aerospace Industry. With

the changing environment, rapid technological changes characterized by a

paradigm shift from licensed production to R&D based production duly balanced

with co-development / co-production, technological up gradation etc., greater

customer demand, focused diversification to civilian and export markets, the overall

objective of the Human Resource Development plan is to build a vibrant and

learning organization, so as to meet the challenges of quality and excellence,

recruitment and retention of competent human resources and develop high

commitment and a sense of belongings to the Company. Accordingly, the

Company's HR Vision, Mission, Objectives, Strategies and Policies.

HAL - RESEARCH AND DEVELOPMENT

• Leadership in R & D in the field of Aerospace.

• Enhancing HAL’s stature as a leader in Aeronautics.

• Strengthening HAL Design set up to take leadership role to meet civil and military

needs.
• To bring small and medium private industries under HAL umbrella by providing

technological support with the view to ensure that total internal and external

marketing for them is done through HAL.

• Strategic alliances with DRDO, NAL and other R & D labs and organizations

• Close co-operation with other defense PSU’s for work sharing

FOCUS OF HUMAN RESOURCE POLICY

• Competence, Building

• Commitment

• Motivation

• Employee Relations

In the backdrop of the above, the focus of Human Resource Development

PRESENT SET UP OF HAL

HAL has 3 production complexes (Bangalore, MIG, accessories ) and Design

complex each headed by a Managing Director (MD) reporting to chairman is

assisted by Director finance, Director corporate planning & Administration in the

corporate office.
 P & A Department of HAL, LUCKNOW DIVISION

P & A Department of HAL, LUCKNOW division has 9 Sections.The personnel and

administration department has been divided into the following sections:

1) Recruitment Section

2) Establishment Section

3) HRD Section

4) General Administration

5) Industrial Relations Section

6) Legal Section

7) Rajbhasha Section

ROTARY WING RESEARCH AND DESIGN CENTRE

The center is responsible for design and development of helicopters. The bureau

also undertakes programme covering modification on Chetah, Chetak, FRB blades

or winds powered turbines. The prototype testing and flight certification of the multi

ole multi mission helicopter the Advanced Light Helicopter is in progress.

TENDERS AT H.A.L
 CHAPTER-III

RESEARCH METHODOLOGY

Research methodology is a way to scientifically solve the research problem.

It may be understood as a science of studying how research is done scientifically. In

it we study the various steps that are generally adopted by a researcher in studying

his research problem along with the logic behind them. It is necessary for the

researcher to know not only the research methods / techniques but also the

methodology. It defines what the activity of research is, how to proceed, how to

measure progress, and what constitutes success.

It helps to understand not only the products of scientific inquiry but the

process itself. It aims to describe and analyze methods, throw light on their

limitations and resources, clarify their presuppositions and consequences, relating

their potentialities the twilight zone at the ‘frontier of knowledge’

BENEFIT OF RESEARCH METHODOLOGY:

➢ Advancement of wealth of human knowledge.

➢ ‘Tools of Trade’ to carry out research; provide tools to looks at things in life

objectively.

➢ Develops a critical and scientific attitude, disciplined thinking or a ‘bent of mind’

to observe objectivity (scientific deduction and inductive thinking); skills of

 research will pay off in long term particularly in the ‘age of information’(or too

often of misinformation)

➢ Enriches practitioner and his practices; Provides chance to study a subject in

depth; Enable us to make intelligent decisions; Understand the material which no

other kind of work can match.

➢ Doing research is the best way to learn to read and think critical

Objectives of the Research

The main objective of the research is to study the t & d procedures adapt by the

HAL to fulfill the goal of the company, connection with various services provided by

the other International country..

➢ The level of satisfaction of the employees by Training & Development

process.

➢ The kind of relationship developed by the HAL with their employees for

career advancement.

➢ The kind of facilities in terms of Training & Development provides by the HAL

to their employees.

➢ To study about the overall performance of the team members.

➢ To identify the various aspect of the training need

The above information is to be collected in order to help the HAL management

under the t & d department.

Research Design

The formidable problem that follows task of defining the research problem is the

preparation of the research project, popularly known as the ‘research design’

“The research design is the arrangement of conditions for collection and analysis of

data in a manner that aims to combine relevance to the research purpose with

economy in procedure.”

The study used a Descriptive Research design for the purpose of getting an insight

over the issue. Descriptive research design includes survey & fact finding inquiries

of different kinds. The major purpose of descriptive research is description of state

of affairs as it exists at present.

Method of data collection:

this research work, questionnaires and interview method were used to collect the

information. Discussions were held with some of the managers & other staff

members. The complete data has been collected from primary and secondary

sources:

Primary data:
Questionnaire method was adopted for collecting information from the employees of

AL Lucknow about their opinion and survey was done in order to find out the overall

performance of the HAL and the level of satisfaction of the employees.

.Secondary data:

Secondary data was collected through HAL profile, through websites on the

internet, Books, newspaper, and information’s provide by the HAL employees

Sample Design

The study used a simple random sampling. A sample design is a definite plan for

obtaining a sample from a given population. It refers to the technique or the

procedure the researcher would adopt in selecting items for the sample.

Universe

In this research the universe is Lucknow. The Universe is a complete, or the

theoretically specified aggregation of study elements. It is usually the ideal

population to which research results are to be generalized.

Sample size:
Respondents were drawn using random tables & samples size chosen was:

50 EMPLOYEES 10 EXECUTIVES

40 WORKERS

QUESTIONAIRE CONSTRUCTION:

The questionnaire prepared was structured and non-disguised. The Questionnaire

includes:

1) Multiple choice questions.

2) Subjective questions.

Through the questionnaire an attempt has been made to find out the training &

development programme which are provided to the employees by the HAL, whether

the employees are satisfied or not from this policy, and to know their job satisfaction

and facilities provide by the HAL.

CHAPTER IV
ANALYSIS AND INTREPRETATION

Q.1) - Are you aware of training policy of the organization?

Table No. 1: AVERAGE OF AWARENESS OF TRAINING POLICY

Response Yes No Partly

Executive 8 -- 2

Workmen 10 7 23

Figure No. 1: AVERAGE OF AWARENESS OF TRAINING POLICY

80%

80%

70%

60%

INTERPRETATION

• 80%50%
executives were fully aware of training policy while 20% executives were

partly aware.

40%

30%
20%
 • Among workmen 25% are aware of training policy,

• 17.5% know nothing about training policy

• 57.5% employee knows only to some extent about training policy.

Q.2) - IS THE EXIST PROVISION FOR REGULAR TRAINING OF

EMPLOYEES?

Table No. 2 PROVISION FOR REGULAR TRAINING

RESPONSE YES NO TO SOME

EXTENT
EXECUTIVE 10 -- --
WORKMEN 18 10 12

Figure No. 2 PROVISION FOR REGULAR TRAINING

 100%
100%

90%

80%

70%
INTERPRETATION

• All executives and that there is provision for training of employees but only
60%
45% of the workmen agree with them.

• 25% workmen said that there isn’t regular provision for training at all.

• 30% workmen said that there is training provision but not so regular.
50%
Q3) - Are suggestions taken from workmen to arrange need base

training programme?
40%

30%
 Table No. 3: NEED FOR BASE TRAINING PROGRAMME

Response Yes No To some extent

Executive 2 -- 8
Workmen 8 20 12

Figure No. 3: NEED FOR BASE TRAINING PROGRAMME

80%
80%

70%

60%

50%
INTERPRETATION

40%
 • 20% executives said that the opinion of workmen is always incorporated.

• 80% executives said, views of workmen are incorporated whenever it is

possible.

• 20% workmen said their views are always welcomed.

• 30% workmen said only sometimes their views are incorporated.

• 50% workmen said their views are not taken at all while arranging training

programme.

Q.4) Do training imparted to employee really develop there skill/

knowledge in job?

Table No. 4: IMPORTANCE OF TRAINING FOR EMPLOYEE

Response Yes No To some extent

Executive 3 7
Workmen 32 8

Figure No. 4: IMPORTANCE OF TRAINING FOR EMPLOYEE

 80%
70%

70%

60%

INTERPRETATION

• 30% executives were of the view that training really develop skills of

50%
employee

• 70% executives said that training develop skill of employee only to some

extent

• 80% workmen said that training programmes really develop their skills.

•
40%
20% said that their skills are developed only to some extent by these training

programmes.
30%

30%

20%
Q.5) To what extent employees apply their knowledge/ skill which

they have gained through training in the work?

Table No. 5: SKILLS GAINED FOR TRAINING PROGRAMME

Response Completely Partly Not at all

Executive 2 8
Workmen 10 30

Figure No. 5: SKILLS GAINED FOR TRAINING PROGRAMME

80%
80%

70%

60%

50%
INTERPRETATION

• 20% executive said that employees completely apply the knowledge, which

they have gained through training.

• 80% executives said that employees apply only a part of knowledge they

have gained through training.

• 25% workmen said they completely apply the knowledge.

• 75% workmen said they apply only apart of knowledge they have gained

through training.

CHAPTER V

LIMITATIONS OF THE STUDY

The study has been undertaken with full dedication and under the guidance of

experienced personnel yet certain limitations were perceived in spite of all the best

efforts against it, which are-

 As the time was limited and organization was so large, view of all the

Employees could not to be taken. Thus a random sample was taken. Therefore the

findings may not exhibit the accurate figures but they give a fair idea of opinion of

employees.
 Some employees were reluctant & hesitant to give their views.

 As some respondents (technical persons) were not able to fill the

questionnaire due to time constraints the information collected from them

verbally, which might have affected the results to some extent.

CHAPTER VI

FINDINGS

From the research project undertaken by me, I found the following things:

1. In terms of Human Resources, HAL is one of the best organizations.

2. During my internship in HAL it has been found that the there is an ascending

order of the Grades i.e.; starting from 1 to 9. It means the person who is holding

the grade 9 is the high post in HAL.

3. The person recruited should be a well qualified (Engineer, MBA’s, etc.). It helps

them in further promotion.

4. The employees, who are ranked on the scale starting from 2 to 10, are either

graduate, SSC or high school for the lower post (scale 2).
5. HAL is a big organization. It consists of a huge number of employees and the

training and development programme is done at a grand level.

6. Being an organization associated to Defense, the documents related to the

organization are kept confidential and outsider’s interference is completely

prohibited.

7. The security department of HAL is highly organized.

8. The work is done in a systematic order with the full motivation of the employees

in the organization.

CHAPTER VII

CONCLUSION

In my point of view the measures of training & development in the HAL is

optimum. The process adopted in the organization is given in the project above.

In HAL the measures of training & development are easy and well planned

and I saw that the workers are very qualified & polite and they also co-operated me

with full heart. I realized that the training & development process is very systematic

and its rules are put up by highly skilled persons which are legal in accordance to

government.
 Hence, at the end of the internship training at HAL, I concluded that the

highest posts are filled mostly by promotion on the basis of experience and

performance. And lastly I would like to conclude that the processes and working of

HAL as a whole is very good and preplanned.

CHAPTER VIII

SUGGESTIONS

Following suggestion is based on the feedback and information collected

from the employees of HAL, Lucknow division- During the measures of training and

development it already maintain its standards. HAL training and development

programme is a good process but also require time to time situational modification.

1) - HAL can select highly skilled candidates through seminar and they should

continuously kept in touch with management institutions, science institution,

technical, technical institution and non technical institution like IIM Bangalore, IIT,

Diploma institution.
2) - Methods of training need assessment / identification should be made more clear

and known to employees, so that they don’t feel biasness in nomination of

participants for training programme.

3) - Employee’s suggestion should be given more importance while arranging need

Base training programme, then they will try hard to fulfill the purpose of training.

CHAPTER IX

QUESTIONAIRE

Q.1) Is every employee aware about the training policy?

a) yes

b) no

c) somewhat

Q.2) Does the every employee knows the provision of regular

training?

a) Yes
 b) No

c) Partly

Q.3) what in your opinion should be the time period of conducting

continuous training programme?

a) Quarterly

b) Half Yearly

c) Yearly.

Q.4) Does the Training programme helps in improving

the skills and performance area?

a) Yes b) No c) Somewhat

Q.5) should the employee get the total over view about the training

& development activities?

a) Excellent

b) Satisfy

c) Somewhat

Q.6) Does the motivation scheme encourages them for training?

 a) Yes

b) No

BIBLIOGRAPHY

BOOKS

➢ Human resource management by RAO, V.S.P

➢ Research methodology by KOTHARI C.

PRESS RELEASE

➢ News papers - business standard

➢ Monthly magazines

 business world

 Front line

WEBSITE

➢ www.ctchr.com

➢ www.hr.ac.in
➢ www.answer.com