A PROJECT REPORT

ON

STUDYING AND IMPROVING THE TRAINING PROCEDURE

VIS-À-VIS EMPLOYEE SATISFACTION

FOR

SUBROS LIMITED UNIT: PUNE

MIDC, CHAKAN TALEGAON ROAD.

SUBMITTED TO

UNIVERSITY OF PUNE IN PARTIAL FULFILMENT OF

MASTER OF BUSINESS ADMINISTRATION

SUBMITTED BY DEEPTHI RACHEL STEPHEN

VISHWAKARMA INSTITUTE OF MANAGEMENT PUNE - 48 (2005- 06)

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ACKNOWLEDGEMENT

In compliance with the Pune University s rule of completing 2 months of summer

training with an organization in the field of my specialization, I worked with

Subros Limited, Chakan, Pune. I am extremely happy to be submitting the copy of

my project on the study I made on the employee satisfaction with regard to training

procedures.

It would be ingratitude on my part not to mention the names of the many people

who helped me in the completion of this project. I take this opportunity to thank

Mr.Aneil Lala, Manager, HR & Admin, for having given me an opportunity to

work with Subros Ltd. I would also like to thank Ms.Suman Choubey, Senior

Officer, HR& Admin. My sincere thanks to Ms. Monika Kansal, Executive trainee,

HR & Admin, and Ms. Manisha Godse, for their help. I am indebted and express

my sincere gratitude to the employees whom I interviewed at Subros for sparing

their valuable time to answer my queries and for providing valuable suggestions on

how the training programmes could yield better results.

I would like to thank my Project Guide, Prof.Rajesh Vhatkar for the immense help

he provided for the research. Also my sincere thanks to Prof. Yuvraj Lahoti, who

provided me the necessary study material.

I owe the completion of this project to all my people, and I take this opportunity to

thank them all for their guidance, support and help.

Thank you.

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INDEX

Page no:

1. Executive Summary 1 - 2

2. About the Company 3 - 6

3. The Logo of Subros 7 - 8

4. About the Study 9 - 15

5. Need for the Study 16 - 18

6. Research Methodology 19 - 22

7. Data Analysis and Interpretation 23 - 35

8. Limitations 35 - 37

9. Conclusion 38 - 39

10. Suggestions 40 - 42

11. Bibliography 43 - 44

12. Annexure 45 - 54

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EXECUTIVE SUMMARY

In a rapidly changing society, employee training and development is not only an

activity that is desirable but also an activity that an organization must commit

resources to, if it is to maintain a viable and knowledgeable work force.

Subros lays high importance in people development at all levels to meet its present

and future challenges. People involvement is the foundation of success at Subros.

Employees at all levels are involved in continuous improvement programmes

through suggestion schemes, Quality Circles, TPM, TQM and other small group

activities. Subros aims to become a Preferred Employer in the auto components

manufacturing sector through its people initiatives of employee involvement,

satisfaction and development.

This project is based on the procedures at Subros Limited. It focuses on, Studying

and Improving the training procedure vis-à-vis Employee Satisfaction.

The

company, Subros Limited, MIDC, Chakan, is a manufacturing company that

produces AC s for automobiles. It was interesting to study the working of the HR

Department in a manufacturing firm. Training , being one of the most important

functions of the HR Department, was chosen for the purpose of the study.

The study was spread over a span of two months during which interviews were

conducted to ascertain the satisfaction level of employees with regard to the training

procedures. Their suggestions regarding how best they thought the training

procedures should improve was also asked for. An analysis of the information

collected was done and its interpretation was made. It was concluded that on a large

scale, employees were satisfied with the training procedures.

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ABOUT SUBROS

Subros was established in 1985 as a joint venture between the Suri Brothers, Denso

Corporation, Japan, and Suzuki Motor Corporation, Japan. The company has grown

from a capacity of 15,000 AC units in 1985 comprising of largely an assembly

operation, into the largest and only integrated manufacturing unit in India for Auto

Air Conditioning Systems. Subros has three plants in Noida and one in Gurgaon.

The Pune plant of Subros came up in 2005.

The entire Subros has been working together to achieve the following objectives to

succeed in the competition and expand the market with customer trust and

satisfaction:

1. Development of new products

2. High quality and reliability

3. Low cost

4. Ensuring of the delivery times

Subros main products include Compressor, Condenser, Evaporator & Cooling

units, Blower units, Heater units, Squeeze Die Casting components, and Tube

connectors & Hoses.

Subros supplies its products to automobile manufacturers in India. Its key

customers are Maruti Suzuki and TATA Motors. Other customers include

Hindustan Motors Ltd, REVA, DNKI, ACDelco, and Bajaj Tempo.

Vision: To be the world class Auto Air Conditioning Systems manufacturer

having global competitiveness.

Mission: To maintain market leadership through total customer satisfaction in

terms of quality, cost and speed.

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SHOP FLOOR ACTIVITIES

Pune plant deals with the assembly of core AC parts which come from the Noida plant,

and other parts that come from local vendors. The plant also has two injection

moulding machines for producing plastic parts that are assembled in the AC body. The

injection moulding machines are of JSW (Japan Steel Works) make. The raw material

processed on this machine is polypropylene. The plant also has crane facility for

loading and unloading (these machines are of Demag make, and have a capacity of

12.5 tons and 6.5 tons).

The assembly lines are on the basis of:

(i) Model Indica, Safari, TMCC

(ii) Component Compressor, Condenser, Evaporator, FAD, Blower, Tube Liquid

PPC (Planning and Production Control) Department issues orders for production.

The SCM (Supply Chain Management) Department then informs vendors, who

send the material. For Gate entry a GRR (Goods Receipt Record) is made, and then

the goods are unloaded. At the receipt store these goods are inspected and the

approved material is stored. The PPC Dept issues the material that is then taken to

the line. Once the assembly is done it is send to the Finished Goods store. Thereon,

it is the Logistics Department s duty to see to it that the goods reach the end

customer in time.

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The main parts of an AC comprises of the following:

1. Compressor: Subros has wide range of swash plate of compressors,

compatible for R12 as well as eco friendly R-13a Refrigerant. These

compressors are available in different size and capacities to suit requirements

and engine power. These compressors draw little power from engine and works

efficiently and silently.

2. Condensors: Subros is the largest manufacturer in India for the automotive

condensers. These condensers are manufactured in house with technical

collaboration with M/S Denso Corporation of Japan on Japanese machines.

Serpentine type of condensers with fan and receiver dryer/condenser cores with

corrugated fins has been widely accepted by Indian Automobile Industries.

3. Evaporators: Subros existing serpentine evaporators with corrugated fins are

highly efficient and light in weight.

4. Blowers: High speed, low consumption Blowers with air discharge resulting in

complete circulation of air in passenger compartment.

5. Heaters: Aluminium Heater light weight, smaller in size high heat transfer unit

suitable for Alto/Wagon-R, Versa, Baleno vehicles.

6. Tubes and Hoses: Tubes and Hoses made from special grade aluminium

material with wrinkle free bending and special grade rubber material for

carrying high pressure R134a environment friendly refrigerant from

Compressor to Condensor to Evaporator in order to keep the vehicle cabin cool

during summer.

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THE EMBLEM

© Subros Limited. All rights reserved

The S in the Subros emblem has three lines in the upper portion and three lines in the

lower portion.

The lines in the upper portion denote Customer Focus, Innovation, and World Class.

It denotes the organization s vision.

The three lines in the lower portion depict the operating principles:

PDCA (Plan-Do-Check-Act),

Eliminating waste in 5M (Man, Machine, Method, Material, Money). Man and

machine talks about the self-auditing culture. Material and money talks about

protection of company fund.

Speed, Quality, and Cost. i.e., to bring cost awareness in masses and initiate cost

leadership projects.

The o in the Subros emblem denotes the company s eco-friendly policies. It also

denotes global reach and it aims at having global competitiveness.

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WHAT IS TRAINING AND DEVELOPMENT?

Training attempts to improve skills or to add to the existing level of knowledge so that

the employee is better equipped to do his present job, or to prepare him for a higher

position with increased responsibilities. It is a process by means of which the aptitudes,

skills and capabilities of individual employees to perform specific jobs are increased.

Development is a process by means of which an individual attains overall

improvement in ability and competence, and makes progress towards maturity and

actualization of personality.

Importance of developing men can be well highlighted from the following Chinese

saying: If you wish to plan for a year sow seeds, if you wish to plan for ten years

plant trees, if you wish to plan for a life-time develop men. Employee development

is the process whereby people learn the skills, knowledge, attitudes and behaviors

needed in order to perform their job effectively. Growth rate of an organization is

likely to be limited more by its personnel than by any other factor. As such no

organization can ignore the learning and development needs of its employees without

seriously affecting their performance in a rapidly changing society, employee training

and development is not only an activity that is desirable but also an activity that an

organization must commit resources to, if it is to maintain a viable and

knowledgeable work force.

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OBJECTIVES OF TRAINING

1.) To ensure increase in productivity.

2.) To improve quality since better informed workers are less likely to make

operational mistakes.

3.) To enhance employee motivation.

4.) To improve employee morale

5.) To improve organizational climate

6.) To make possible an increase in compensation indirectly through opportunities for

internal promotions arising out of better knowledge, understanding and competence,

bringing about financial rewards.

7.) Improvement of health and safety through proper training can be achieved by

prevention

8.) Personal growth of individual employees.

BENEFITS OF TRAINING AND DEVELOPMENT

1.) Training is required for improving performance on the job

2.) Training is essential to keep pace with technological advances and avoid

obsolescence.

3.) To cope with changing environment such as competition.

4.) Training is needed for promotion to higher jobs, i.e. for future role succession.

5.) Training is needed for dealing complexity of organizational problems, e.g.,

coordination and integration of activities for achievement of goals

6.) For tackling human problems, for e.g., imparting training in human relations

7.) Training helps to harness human potential, foe e.g., creativity

8.) Training for creating favorable attitudes and motivation of employees.

9.) To train for better adjustment to the organization and commitment to work.

10.) To train employees in the company culture

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TRAINING PROGRAMMES CONDUCTED AT SUBROS .

The company gives training to the employees to enhance their skills so that they can

achieve the quality objectives of the company.

Training has been given a lot of importance at Subros. Training is internal as well as

external.

The training programmes have the following pattern:

(A) INDUCTION

It includes Company Profile, 5S, Product Awareness, and Information Management

System (IMS).

(B) DNJP MODULE (Denso Japan Module)

It includes:

Introductory

Basic.

(C) NON DNJP

It includes Daily Work Management, Lotus Notes, Problem Solving, Fire Fighting

and Safety, Others.

TRAINING PROCEDURE AT SUBROS

Training objectives will be in line with the company s objective. Trainings will be

executed within the allocated budget. Any training beyond the budget will require an

additional approval from Plant head.

Training could be in the form of Awareness sessions/ Seminars/ Workshops /

Classroom sessions or a comprehensive Certificate Course. The source of the training

program can be in-house or external institutions. The sequence of training cycle will

be Need Identification, Training Calendar, Execution, Feedback, Effectiveness

Evaluation, Updation of History Card and Updation.

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1.) TRAINING NEED IDENTIFICATION

Trainings will be need based, which will be decided / identified by the concerned

HOD in consultation with HR at the following stages:

An assessment of person profile with master position profile is made. The gap will be

documented as training need.

Quarterly assessments of performance w.r.t KRA is done. The shortcoming in

performance or the areas of improvements will be documented as training need.

Areas identified by HOD in consultation with HR for Employees with Potential for

2nd line towards enhancement of their qualifications, skills & competencies

The documented needs will be executed after its approval from the Plant Head.

(Refer Annex 1)

2.) TRAINING EXECUTION CHART

After the training needs are approved by the plant head and communicated to HR

dept, the dept will work out the modalities of its execution like:

Arranging the source of imparting training.

Fees payments

Arrangement of travel, hotel

Communication with the employee, its HOD and the institution.

(Refer Annex 2)

3.) TRAINING FEEDBACK

After the employee has attended the training, the feedback form has be filled within a

day in all respect and submitted to HR Dept.

(Refer Annex 3)

4.) KNOWLEDGE SHARING SESSION

The employee has to prepare himself for knowledge sharing session within 7days

from the completion of the training. The date & duration will be taken from the

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feedback form, which has been filled by the employee & approved by his / her HOD.

The attendance record for this session must be maintained.

5.) TRAINING EFFECTIVENESS EVALUATION

Training Evaluation, for its effectiveness will be done w.r.t to the objective of the

identified training need. The date for evaluation of training undergone will depend on

the nature of training, e.g. technical / behavioral or general. This date will be decided

& mentioned on the feedback form by the HOD of the Employee while signing the

feedback form.

(Refer Annex 4)

6.) TRAINING HISTORY

Training history card will be maintained by HR dept for all the Subros employees in

the Plant. This card at a glance will provide the information on the training his of the

employee.

(Refer Annex 5)

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TRAINING FACILITIES AT SUBROS

Training hall which can accommodate a strength of 65 employees

Training hall which can accommodate a strength of 35 employees

Skill Room

VHP

Flip Board

White Board

Collar mike

Cassette Player

Good seating arrangement

It stands to the credit of the company that they have three well-equipped training

halls.

The bigger training hall can accommodate 65 employees at a time, while the smaller

training hall can accommodate 35 employees at a time.

The Skill Room is used for practical training.

All the three training halls are well lit and have facilities like VHP, Flip Board, White

Board, Collar Mike, Cassette Player, and good seating arrangements.

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NEED FOR THE STUDY

TO UNDERSTAND THE TRAINING PROCEDURES

PREVALENT IN THE COMPANY AND TO STUDY AND

IMPROVE THE TRAINING PROCEDURES VIS-À-VIS

EMPLOYEE SATISFACTION

The main purpose behind having conducted this study was:

To understand the training procedures

To ascertain the employee satisfaction with respect to training procedures.

To suggest measures to improve training procedures on the basis of the study

conducted.

(A) To understand the training procedures

One of the main purposes of the project was to have a practical knowledge of the

workings in the HR Dept over and above the knowledge received from books. During

the study, a practical knowledge of how training is conducted was obtained. The

manner in which the organization identified training needs and then made training

calendars and executed them was observed. Taking a feedback of all the employees

who underwent the training programmes and evaluating the effectiveness of these

programmes after 3 months (or after a time period specified by the employee), and

entering these details in the Training History Cards were also done by the HR Dept.

Assisting the department with all these activities proved to be an invaluable learning,

and was also a valid source of information for the study.

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(B) To ascertain employee satisfaction with respect to the training procedures.

One of the reasons of conducting this study was to ascertain how satisfied employees

were with respect to the training procedures. To ascertain the satisfaction level some

questions were asked relating to the sufficiency of training programmes, increase in

productivity by attending such training programmes, usefulness of these programmes

in their personal growth, the level of gains, efficiency of inhouse programmes, and

overall satisfaction level. It is noteworthy here that 81% of the employees were

satisfied with the training procedures. During the course of the study the factors that

led to dissatisfaction amongst employees could also be identified.

(C) To suggest measures to improve training procedures on the basis of the

study conducted.

During the course of the study the factors that led to dissatisfaction among employees

with regard to the training procedures were identified. On the basis of the study,

certain points that the company could take care of while conducting training

programmes were identified. Also to achieve this objective the employees themselves

were asked to give their suggestions regarding how well they thought the programmes

could be conducted. A few of them said that the existing system was perfect. Many

others gave their suggestions. The suggestions were reported to the HR Dept daily. In

cases where there were complaints, necessary action was taken. Suggestions of

repetitive nature were noted. A list of the suggestions has been included in this

project report.

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RESEARCH OBJECTIVE

To understand the training procedures

To ascertain the employee satisfaction with respect to training procedures.

To suggest measures to improve training procedures on the basis of the study

conducted.

RESEARCH METHODOLOGY

Research means study and investigation to discover facts. To achieve the purpose

of the study, Survey method was applied. Survey means to look at and take a general

view of, or examine the condition of a thing and measure and map out.

UNIVERSE:

There are 52 employees at Subros, Chakan. Of the entire strength, a sample size of

27 employees was chosen. (The interviewees exclude senior managerial level

employees and shop floor workers). A proportionate size of employees who would

represent the entire company was chosen for the purpose of the sample study.

DATA COLLECTION METHODS

Statistics is those facts that can be stated in a table or in any tabular or classified

arrangement. It is called as science of averages.

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(I) PRIMARY DATA

Primary data is data collected from field research.

PRIMARY DATA COLLECTION METHOD

Primary data was collected by means of personal interview. Methods applied to

conduct the Survey was:

Direct Questionnaire method

Interview technique

The questionnaire consisted of ten general questions which were aimed at finding

the satisfaction level of employees with regard to the sufficiency of training

programmes, increase in productivity by way of attending such training

programmes, usefulness of these programmes in their personal growth, the level of

gains, efficiency of inhouse programmes, and overall satisfaction level. Also, the

employees were asked to give their suggestions regarding how best they thought

the training programmes could change.

(Refer Annex: 6)

The need of the project was explained to the employees. In the interviews it was

observed that a few employees could not find their training programmes beneficial

because the training programme was not specifically related to their work area, and

sometimes because the facilities to implement the learning at the training

programme was not provided. There were instances where training programmes

yielded no results due to the inability of the trainer to get across his message to the

audience, and because old and faded slides were used for presentations.

Thus a direct interview method enabled in understanding the pros and cons in the

training procedures in a broader sense.

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(II) SECONDARY DATA

Secondary data refers to data collected from books and articles.

Secondary data was provided by the HR Dept. Feed back forms that were filled in by

the employees as soon as a training programme got over provided a lot of information.

Training Need Identification and Training History Cards too provided necessary

secondary data for study purposes.

SECONDARY DATA COLLECTION METHOD:

The company hands out a feed back form to each employee after they undergo a

training programme. The employees are required to fill these forms and return it to

the concerned HR person. A file of these feedback forms is maintained. These forms

provided ample information for the project. Training Need Requisition Forms gave an

idea regarding the background against which training programmes were given to

employees and Training History Cards gave ample information regarding the number

and kind of training programmes that employees underwent. Accompanying the

evaluators when Training Effectiveness Evaluation was done also provided a great

deal of insight into how well the programmes were being applied by the employee in

his work situation.

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DATA ANALYSIS AND INTERPRETATION

Qs 1:

Do you receive sufficient training programmes as per your

need?

SUFFICIENCY OF TRAINING PROGRAMMES

0

26%

44%

30%

00

0.1

0.2

0.3

0.4

0.5

Too Less Less Sufficient Many Too Many

OPTIONS

PE

RC

EN

TA

GE

OPTIONS

Too Less Less Sufficient Many Too Many

No: of Respondents

0 7 12 8 0

Percentage 0 26% 44% 30% 0

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OBSERVATIONS

While 26% employees felt that training programmes were less and that it would

benefit them if they received a few more training programmes, not a single

employee felt that the programmes given to them were too less

74% employees were satisfied with the number of training programmes they

underwent.

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Qs 2:

Has there been any increase in productivity as a result of

implementing the learning at these programmes?

Options

YES NO

No: of Respondents 22 5

Percentage 81% 19%

INCREASE IN PRODUCTIVITY

81%

19%

0%

10%

20%

30%

40%

50%

60%

70%

80%

90%

YES NO

OPTIONS

PE

RC

EN

TA

GE

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OBSERVATIONS

81% of the employees agreed that there has been an increase in productivity by

way of implementing their learning at training programmes. Maximum number

of employees said that they have achieved benefits from the Kaizen, 5S and

Time management programmes. Impressively kept drawers and data entered in

different bold types for different vendors proved the benefits of Kaizen, while

well kept records and files showed the benefits of 5S.Shopfloor work was much

benefited by implementation of Time Management programme. A schedule is

displayed for the day s activities on a notice board so that workers can follow it.

Time savings was the biggest benefit of implementing these programmes.

Other training programmes that were beneficial included War on Waste, which

has helped in controlling waste and maintaining quality, and Communication

Skills, which helped in learning how to communicate with seniors and junior

employees.

The 19% employees who felt that training programmes had not increased their

productivity said so because of the following reasons.

Most of the programmes they got were awareness programmes and not

of implementable nature.

Their understanding of the topic was low due to poor trainer and old

training material.

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Qs 3:

Has there been any usefulness of these programmes in personal

growth and development?

Options

YES NO

No: of Respondents 22 5

Percentage 81% 19%

BENEFITS IN PERSONAL DEVELOPMENT

81%

19%

0%10%20%30%40%50%60%70%80%90%

YES NOOPTIONS

PE

RC

EN

TA

GE

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OBSERVATIONS

81% employees agreed that training programmes have helped in their personal

lives too. Here again, maximum number of employees said that Kaizen and 5S

were programmes that helped them to keep their surroundings clean, and Time

management helped them to strike a balance between office work and personal

work. A few employees talked about planning what to do in a day and

maintaining a To Do and Did list in their personal lives.

Even employees who underwent awareness programmes agreed that though it

didn t increase productivity, it was beneficial to their personal lives because it

provided value addition.

19% employees who felt that training programmes had not benefited their personal

lives said so because of the following reasons:

The programme was of technical nature and not related to personal life or

enhancement of personal skills. (as in the case of Robot Training,

Integrated Management System, etc).

Poor external faculty led to poor understanding of subject by employees.

Hence the inability to apply in practical life.

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Qs 4: Level of gains by undergoing such training programmes.

Options

Very Poor Poor Good Very

Good

Outstanding

No: of

Respondents

0 2 21 4 0

Percentage 0 7% 78% 15% 0

LEVEL OF GAINS

0%

7%

78%

15%

0%0%

10%

20%

30%

40%

50%

60%

70%

80%

90%

VERY POOR POOR GOOD VERY GOOD OUTSTANDING

OPTIONS

PE

RC

EN

TA

GE

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OBSERVATIONS

While 15% agreed that their level of gains from training programmes was

Very Good , 78% said that it was Good and not Very Good because full

implementation of their learning at the training programme had not yet been

done.

7% of the employees felt that their level of gains by way of attending a

programme was Poor because they had not been able to implement what they

learnt from a training programme either in their work place or in their personal

life.

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Qs 5: What do you think of training programmes conducted at Subros?

(with reference to in house trainings)

Options

Very Poor Poor Needs

Improvement

Good Very Good

No: of

Respondents

0 0 6 15 5

Percentage 0% 0% 23% 58% 19%

EFFICIENCY OF INHOUSE TRAINING PROGRAMMES

0% 0%

23%

58%

19%

00.10.20.30.40.50.60.7

Very P

oor

Poor

Needs

Impr

ovem

ent

Good

Very G

ood

OPTIONS

PE

RC

EN

TA

GE

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OBSERVATIONS

19% employees said that the training programmes were Very Good due to the

indepth knowledge it imparted.

58% said that it was Good because of the good training facilities and good

faculty.

23% felt that the training programmes required improvement. The suggestions

that employees have given for the improvement of training programmes has

been included in this project.

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Qs 6: Are you satisfied with the training programmes given to you?

Options

Highly

Dissatisfied

Dissatisfied

Can t Say Satisfied Highly

Satisfied

No: of

Respondents

2 3 0 20 2

Percentage 8% 11% 0% 74% 7%

SATISFACTION LEVEL

8% 11%

0%

74%

7%

0%10%20%30%40%50%60%70%80%

Highly Dis

satis

fied

Diss

atisfie

d

Can

't Say

Satisfie

d

Highly Sat

isfied

OPTIONS

PE

RC

EN

TA

GE

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OBSERVATIONS

81% of the employees are satisfied with the training programmes given to them.

However 19% are dissatisfied with the training programmes due to the

following reasons:

Few of the employees were dissatisfied with the number of training

programmes given to them.

Sometimes the trainings given to employees were not related to their

work area.

Too many programmes of knowledge enhancement nature has led to

dissatisfaction. Work specific trainings are more favoured by

employees.

The facility to implement the learning at a training programme was not

provided.

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LIMITATIONS

By and large the project could be conducted well because of the employees

contribution. However, few drawbacks that cropped up in the research have been put

down here.

A sample study was done. Employees who were interviewed answered on the

basis of the training programmes they had attended. Their views may not be

true for all the employees.

In cases where the answers of respondents with regard to the sufficiency of the

training programmes did not agree with the Training History Cards,

manipulation was done.

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CONCLUSION

From the study on the training procedures prevalent in Subros Ltd it was observed that

majority of the employees are satisfied with the training programmes. A case of

dissatisfaction was very minimal and never exceeded 25%.

In cases where the employees complained of not receiving work related training, their

Training Need Requisition forms were cross checked with. In a case where the

employees had not filled in their requirement, the forms were taken to them so that

they could fill in their specific need. In a case where they had already filled that

specific need, measures were taken to ensure that they would receive their training.

In certain other cases, training programmes failed due to poor external faculty. The

company has already taken action to enquire into the credentials of the faculty, and to

ensure that the trainer is efficient enough to impart the knowledge well.

In certain other cases a few employees were dissatisfied with the training programmes

due to the fact that the facility to implement their learning at training programmes was

not provided. However, even these facilities were provided later on.

The company has already taken actions to solve the problems in training. Subros has

given a lot of importance to trainings and lays high importance in people development

at all levels to meet its present and future challenges.

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SUGGESTIONS

All the employees who were interviewed gave some suggestion regarding the changes

they wanted in training procedures. Though only a few suggestions have been

included here, each and every suggestion given by employees was forwarded to the

HR Dept.

Some good films should be shown in training programmes, to motivate the

employees. This is necessary for imparting training efficiently.

Training should be given to shop floor operators in Hindi or Marathi so that

they may have a more serious approach towards work.

Written material after a training programme is conducted should be provided

so that employees who have undergone training can explain them to other

employees who haven t attended the programme.

After a certain period of time employees lose interest in implementing what

they learnt at training programmes. A regular check should be kept to see how

well the employees have inculcated what they have learnt.

Achievements that are gained by way of implementing what is learnt at

training programmes should be put up on a notice board. This will help in

improving the employee morale.

SAP training is very necessary, especially for Finance Dept employees,

because the parent plant in Noida follows accounting procedures using SAP

Off site employees should be informed well in advance about a training

programme so that they do not miss it.

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The following suggestions were made after conducting the study:

During the study it was observed that when training needs were identified the

employees were not consulted. Most of the time the H.O.D s filled in the

Training Need Identification Forms. Even in cases where employees filled it,

they simply followed the instructions of the H.O.D. When TNI forms are

given to a department, the employees should be informed that apart from the

programmes that their H.O.D wants them to attend, they too need to fill in

programmes that they feel are necessary for them.

Many employees specified the importance of getting written material after a

training programme gets over. And a little above 60% of the employees

suggested that a brief overview or outline of the programme (not bunch)

should be provided before training was given so that employees can prepare

themselves for what they were going to learn.

An attempt should be made by the trainer to use a language that can be

understood by the audience.

In the course of the study it was observed that the company laid a lot of emphasis on

training programmes. However, training needs need to be consulted with the

employees. All other training related activities like making training calendar, executing

it, collecting feedback forms, and maintaining history cards was done timely.

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BOOKS REFERRED

AUTHOR

1. Employee Training and Development Raymond A Noe

(Third Edition)

2. Training and Development S.K.Bhatia

WEBSITE REFERRED: www.google.com

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