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Comparative analysis oftraining programs

conducted in differentmanufacturing andservice industries.


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Fr. C. Rodrigues Institute ofManagement Studies, Vashi

(02.05.2007 to 30.06.2007)

Declaration

I Arpita. S. Deshpande student of Fr. C.Rodrigues Institute of Management Studies pursuing Masters in Management studies fromMumbai University, hereby declare that I havecompleted project on Comparative analysis oftraining programs conducted in differentmanufacturing and service industries at Mahindra

& Mahindra Ltd. (FES) Kandivali. This informationsubmitted is true and original to the best of myknowledge.

Signature of theStudent

(Miss. Arpita SDeshpande)

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Acknowledgment

Mahindra & Mahindra Ltd. has an excellent work culture andto have been a part of this environment was a great learning

experience.

On this occasion I wish to express my gratitude to Mr. S.S.Ghogare(Vice- President -ER&D department), Mr. M.K. Bhosle

(General Manager- ER&D department) Mr. S. M. Acharya (SeniorManager- ER&D department) for giving me this opportunity toundergo summer training in such an esteemed organization.

I am thankful to my guide Mr. Shreyas Acharya for his in

depth and enlightening knowledge and guidance imparted to methat this project has been successfully completed.

I also express my thanks to Mr. P.P Sawant for his immensesupport, guidance and encouragement, which motivated me to

strive even harder.

I am also thankful to all the managers who extended theirsupport and help by giving me the required information for my

project.

I would like to convey my special thanks to Mr. Jungahare for

organising my training programme

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Arpita SDeshpande

INDEX

Sr.No.

Topic Page No.

1 Profile of the company 5-42

2 Training and Development 44

3 Survey Details 45-46

4 Analysis 47- 63

5 Model for skill identification &Individual skill measurement

64-68

6 Training effectiveness analysismodel

69-75

7 Annexure 76-83

8 Bibliography 83

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PROFILE OF THE COMPANY

Mahindra & Mahindra Limited (M&M) is the flagship companyof US $ 2.59 billion Mahindra Group, which has a significantpresence in key sectors of the Indian economy. A consistentlyhigh performer, M&M is one of the most respected companies

in the country.

Set up in 1945 to make soon branched out into manufacturingagricultural tractors and light commercial vehicles (LCVs). Thecompany later expanded its operations from automobiles andtractors to secure a significant presence in many moreimportant sectors. The company has, over the years,transformed itself into a Group Automotive Sectors,FarmEquipment Sector, Information Technology, Trade &Financial Services Sector, and Infrastructure

Development Sector, Automotive Components Sector.The Company has, over the years, transformed itself into aGroup that caters to the Indian and overseas markets with apresence in vehicles, farm equipment, informationtechnology, trade and finance related services, and

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infrastructure development. The Company has recentlystarted a separate Sector, Mahindra Systems and Automotive

Technologies (MSAT) in order to focus on developingcomponents as well as offering engineering services.M&M has two main operating divisions:

The Automotive Division manufactures utility vehicles, lightcommercial vehicles and three wheelers.

The Company has recently entered into a JV with Renault ofFrance for the manufacture of a mid-sized sedan, the Logan,and with International Truck & Engine Corporation, USA, formanufacture of trucks and buses in India.

The Tractor (Farm Equipment) Division makes agriculturaltractors and implements that are used in conjunction withtractors, and has also ventured into manufacturing ofindustrial engines. The Tractor Division has won the coveted

Deming Application Prize 2003, making it the only tractormanufacturing company in the world to secure this prize.M&M employs around 11,600 people and has eightmanufacturing facilities spread over 500,000 square meters.It has 49 sales offices that are supported by a network of over780 dealers across the country. This network is connected tothe Company's sales departments by an extensive ITinfrastructure.M&M's outstanding manufacturing and engineering skillsallow it to constantly innovate and launch new products for

the Indian market. The "Scorpio", a SUV developed by theCompany from the ground up, resulted in the Companywinning the National Award for outstanding in-house researchand development from the Department of Science andIndustry of the Government in 2003. In the tractor market,the Company launched India's first tractor with turbotechnology - the Mahindra Sarpanch 595 DI Super Turbo.M&M's commitment to technology-driven innovation isreflected in Company's plans of setting up of the MahindraResearch Valley, a facility that will house the Company's

engineering research and product development wings, underone roof.

The M&M philosophy of growth is centered on its belief inpeople. As a result, the Company has put in place initiativesthat seek to reward and retain the best talent in the industry.

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M&M is also known for its progressive labor managementpractices.In the community development sphere, the company hasimplemented several programs that have benefited thepeople and institutions in its areas of operations. On the

occasion of its 60th anniversary, the Company announced arange of CSR activities supported by a commitment of 1% ofProfit after Tax for its CSR initiatives.

CORE VALUES

Our core values are influenced by our past, tempered by ourpresent and are designed to shape our future. They are anamalgam of what we have been, what we are and what wewant to be.

These values are the compass that will guide our actions,both personal and corporate. They are:

Good corporate citizenshipAs in the past, we will continue to seek long termsuccess that is in alignment with our country's needs.

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We will do this without compromising on ethicalbusiness standards.

ProfessionalismWe have always sought the best people and given themthe freedom and the opportunity to grow. We will

continue to do so. We will support innovation and well-reasoned risk-taking, but will demand performance.

Customer firstWe exist and prosper only because of our customers.We will respond to their changing needs andexpectations speedily, courteously and effectively.

Quality focusQuality is the key to delivering value for money to ourcustomers. We will make quality a driving value in ourwork, in our products and in our interactions with others.

We will do it "first time right". Dignity of the individual

We value individual dignity, uphold the right to expressdisagreement and respect the time and efforts ofothers. Through our actions, we nurture fairness, trustand transparency.

FARM EQUIPMENT SECTOR

The FES plant at Kandivali (a suburb in Mumbai) is the singlelargest facility in the world with all tractor-manufacturingactivities under one roof. The division has been the marketleader for over twenty consecutive years in the highlycompetitive domestic market. It is currently also the fourthlargest Tractor manufacturing company in the world interms of units sold.

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The FES has set its vision to become the world's largesttractor manufacturer in the world in terms of volumes by2005.

To pursue the vision, various initiatives have been adopted.These include Business Process Re-engineering (BPR), Total

Quality Management (TQM), focus on enhancing productivity,World Class Quality with least cost, Supplier Upgradation,Strategic Sourcing, Global Sourcing, Product Development,Channel Management coupled with lean manufacturing.As a result of the above, the Farm Equipment Sector has wonthe prestigious Deming Application Prize awarded by theUnion of Japanese Scientists and Engineers (JUSE) in 2003.

This prize is considered to be equivalent to the Nobel Prize inthe area of Quality of Management. The FES has become theFirst Tractor Manufacturer in the world to win this prestigious

award.

PROFILE

The origins of M&M's Farm Equipment Sector lie in theformation of a joint venture in 1963 between the Company,

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International Harvester Inc., and Voltas Limited, christenedthe International Tractor Company of India (ITCI). Thisenterprise was a shot in the arm for the green revolution thenbeginning to sweep the country. The launch of high-performance tractors played a vital role in the mechanization

of Indian agriculture.In 1977, ITCI merged with M&M and became its TractorDivision. After M&M's organizational restructuring in 1994,this division was called the Farm Equipment Sector.M&M's Farm Equipment Sector is the largest manufacturer oftractors in India with sustained market leadership of over 19years. The Farm Equipment Sector is the first TractorCompany in the world to win the Deming ApplicationPrize. Also, it is the fourth company in India and the10th in the world, outside Japan, to win this prize. It

designs, develops, manufactures and markets tractors as wellas implements which are used in conjunction with tractors.

The tractor industry in India is segmented by horsepower intothe lower segment of 25 HP, mid-segment of 35 HP andhigher segment of 45 HP and above. The Company's FarmEquipment Sector has a presence in all these segmentsacross all states.

The Farm Equipment Sector has also ventured intomanufacturing of Industrial Engines. M&M Industrial enginesare used for various applications like Genset, Industrial,

Construction, Marine Compressors etc. These engines aremanufactured at the Company's state of art Engine Assemblyplants at Kandivli and Nagpur.M&M has two main tractor manufacturing plants located atMumbai and Nagpur in Maharashtra. Both these plants havebeen certified for ISO 9001, QS-9000 and ISO 14001. Apartfrom these two main manufacturing units, the FarmEquipment Sector has satellite plants located at Rudrapur inUttaranchal and Jaipur in Rajasthan.

The Farm Equipment Sector of the Company has a strong and

extensive dealer network of over 450 dealers for sales andservice of tractors and spare parts. This dealer network ismanaged by 28 area offices, situated in all the major citiesand covering all the principal states.M&M tractors have earned goodwill and trust of more than8, 00,000 customers and the 'Mahindra' tractor has come to

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be recognized as a powerful symbol of productivity andperformance.In addition to capturing the domestic market, M&M's FarmEquipment Sector has also found significant success in theinternational market. Whilst around 90% of our tractor

exports are to the USA, M&M also exports tractors toneighboring countries like Nepal, Bangladesh and Sri Lankaand African countries like Uganda, Nigeria, Zambia etc.Mahindra USA, a wholly owned subsidiary based in the USA,has established a network of 140 dealers. Several otherinternational markets are being developed to expand M&M'sglobal reach in the Farm Equipment Sector.

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HISTORY

1963 Incorporation of International TractorCompany of India (ITCI), as a JointVenture between Mahindra & MahindraLimited (M&M), International HarvesterInc, and Voltas Limited sharing theresponsibility of design, manufacturing& marketing

1965 Rolled out first batch of 225 Tractorsin 35

H.P. range Model B275 Regular

1970 Set up the Implements Division atNagpur

1977 Merger with M&M forming its TractorDivision. Full fledged responsibility fordesign, manufacturing & Marketing.

1978 100,000th Tractor rolled out. 1981 Market leader in domestic Tractormarket

has maintained this position till date !

1983 Launched Quality Circle Movement aspart

of Total Quality Management.

1985 Launched Quality Circle Movement aspart

of Total Quality Management.

1988 Introduced fuel-efficient DI Tractor.

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5005 DI model (51 HP) with constantmesh transmission, power steering, andalternator has been developed for USmarket.

1998 Implemented SAP on 1st April 1998 5005 DI model (51 HP) with constant

mesh transmission, power steering, andalternator has been developed for USmarket.

Reached a level of 6, 00,000 tractorssales

Implemented Business Process Re-engineering.

1999 4005 DI & 4505 DI (40 HP) introduced inUSA.

Nagpur Plant awarded QS-9000certificate.

M&M acquired majority stake in Gujarat Tractors CorporationLtd.

2000 Launched 605 DI - 'Arjun', a newgeneration

tractor in 60 HP range. Kandivli plant received the QS 9000

certification. Set up its first satellite tractor plant at

Rudrapur.

2001 Nagpur Plant awarded the ISO 14001certificate.

Launched 'Arjun' 5500 DI & 6000 DItractors in the overseas market.

2002 Kandivli Plant awarded the IS0 14001certificate.

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Launched 'Arjun' 555DI tractor in 45 HPrange & 445 DI tractors in the 40 HPrange.

Launched 'Arjun' 6500 DI in overseasmarket.

Launched Compact series, Model C-27& C-35, in the US market.

2003 Ventured into manufacturing ofIndustrial

Engines.

MAJOR MILESTONES

1945 On October 2, Mahindra &Mohammed formed.

1947 The company was renamedMahindra &

Mahindra Limited.

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Steel trading business was started inassociation with suppliers in U.K.

Business connections in USA throughMahindra Wallace.

1949 Wallace Steel trading on behalf ofEuropean

suppliers. Jeep Assembly.

1950 The first business (for 5000 Tons) withMitsubishi Corporation for wagon

buildingplates for supply from Yawata Iron &

Steel.

1953 Otis Elevator Co. of Indiaestablished

1954 Technical & Financial Collaboration withWillys Overland Corporation.

1956 Dr. Beck & Co. formed a JV with Dr.Beck& Co. Germany.

1957 Mahindra Owen formed a JV withRubbery

Owen Ltd., UK.

1958 Machine Tools Division started.

1960 Mahindra Sintered Products Ltd(MSP)

formed a JV with the GKN Group, UK.

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1961 International Tractor Co. of India(ITCI)

formed a JV with InternationalHarvester

Co., USA.

1962 Mahindra Ugine Steel Company(MUSCO)

formed - a JV with Ugine Kuhimann,rance.

1965 Vickers Sperry of India Ltd. A JVwith Sperry

Rand Corporation, USA

Roplas (India) collaboration withRuberyt

Owen Manufacture of LCVscommenced.

1970 International Tractor Co. of India(ITCI)

formed a JV with MahindraEngineering &

Chemical Products Ltd. (MECP) formed.

1971 International Harvestercollaboration ended.

1975 Switch over to diesel vehicles in-house

development.

1977 ITCI merges with M&M, to becomeits

Tractor Division.

1979 License from AutomobilesPeugeot, France

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for XDP 4.90 Diesel Engine.

1982 License from KIA for 4 SpeedTransmission

Mahindra brand of tractors born SiroPlast

formed.

1983 M&M becomes market leader inIndian

Tractor Market. (Position retained eversince)

1984 Mahindra Hellenic Auto Industries S.A.formed a JV in Greece to assemble andmarket utility vehicles in Europe.

1986 Mahindra British Telecom (MBT)formed a

JV with British Telecommunications plcBT),

Uk.

1987

M&M acquired InternationalInstrumentsLtd.

1989 Automotive Pressing Unite (nowMUSCO

Stampings) acquired from GKW.

1991 Introduction of Commander series.

1992 Triton over water TransportAgency Ltd.,

formed Implementation of the ServiceCenter

project at Kane.

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1993 MC & NI invited to participate in SteelService Center project.

JV signed and MSSCL formed

Mahindra Acres Consulting EngineersLtd.(MACE) formed a JV with AcresInternational, Canada.

MBT International Inc., USA, a whollyowned

subsidiary of MBT. The Companysmaiden

international offering the US$ 75MGDR

issue Introduction of Armada.

1994 Mahindra Realty & InfrastructureDevelopers

Ltd. (MRIDL) formed Mahindra USA Inc.,formed for distribution of tractors in theUSA EAC Graphics (India) LTD, formed in

collaboration with The East AsiaticCompany

Ltd a/S, Denmark. Reorganization of the Group creating

six Strategic Business Units MSLDivision (Auto Components) hived off toform Mahindra Sona Ltd.

Mahindra Nissan Allwyn Limited mergedwith the company.

1995 Mahindra Holding & Finance Ltd. (MHFL)becomes a subsidiary of M&M to

carry outbusiness as an investment company.

Technical collaboration with Mitsubishi /Samcor to manufacture L300.

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1996 Mahindra Ford India Ltd. (MFIL) aJV with

Ford Motor Co. USA to manufacturepassenger cars.

The Company made a Foreign CurrencyConvertible Bond (FCCB) issue of US$115 million.

1997 Business connections in USAthrough

Mahindra Wallace a new die shop wasinaugurated at Nasik.

Inauguration of the Mahindra UnitedWorld College of India.

1999 Launch of Bijlee a battery-operated, 3-

Wheeler environmental-friendly vehicle. The largest online used vehicle website

in India launched by Mahindra NetworkServices. The business of IntertradeDivision and Mahindra Exports Ltd.Combined and renamed Mahindra

Intertrade Ltd. Mahindra USA Inc. Enters into astrategic alliance with Tong YangMoolsan todistribute its tractors under the

Mahindrabrand name.

The Company acquires major stake inGujarat Tractors.

2000 The Company unveils new logo. Mahindra Auto Specialties Ltd. A new

100%subsidiary is formed.

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M&M sets up its first satellite tractorplant a Rudrapur.

The Company launches New AgeTractor, the Mahindra Arjun 605 DI (60HP tractors).

The Company launches Bolero GLX aUtility Vehicle a response to needs ofurban Consumer.

2001 A 3-wheeler diesel vehicleChampion is

launched. The Company launches Mahindra MaXX

a MUV positioned with the caption

Maximum Space, Maximum Comfort. M&M ties up with Renault for petrolengines. M&M establishes a separatedivision to provide Defense Solutions.

2002 M & M launches Scorpio.

2003 Scorpio - Recipient of prestigiousAwards -

"Car of the Year" Award from BusinessStandard Motoring "Best SUV of the Year" and "Best Car of

theYear" Awards from BBC on Wheels "Car of the Year" Award from CNBC

AutoCar

M&M launches the "Invader" - a sportyopen top vehicle.

M&M opens a second tractor assemblyplant in USA.

M&M launches MaXX Pik Up. M&M Tractors awarded the prestigious

Deming Prize for excellence in Quality

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M&M launches India's first Turbo tractor- Mahindra Sarpanch 595 DI Super

Turbo. Scorpio wins National Award for R&D. M&M ventures into Industrial Engine

business Mahindra Defense & Lockheed Martin

Information Systems, UK, strike analliance for Defense Products.

2004 Mahindra Group acquires BristleconeInc.,

USA.

Mahindra City gets permission forSpecial Economic Zone.

Forms new sector, Mahindra Systemsand Automotive Technologies

M&M becomes first Indian company toachieve sales of 1 million tractors

Launches Bolero and Scorpio in LatinAmerican countries, Middle East andSouth African markets

2005 Acquired 51% stake in SARTransmissionPvt. Ltd, a company engaged inmaking gears and transmission shafts

M&M Tractors launches Australia operations M&M is first Indian auto maker to

launchCRDe, offering it in the Scorpio

M&M and Jiangling Motor Co. Groupenterinto a JV to form Mahindra (China)

Tractor Company Ltd. M&M and Renault enter into JV to

manufacture the mid-sized sedan,Logan, in India

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M&M, International Truck and EngineCorporation enter into a JV tomanufacture trucks and buses

M&M completes 60 years Acquires UK's largest auto forging

company,Stokes Group Ltd.

2006 M&M is first Indian auto maker to launchCRDe

M&M wins Overdrive Car Maker of theYearAward

Mr. Anand Mahindra, Vice Chairman &Managing Director, named

Auto Monitor

Person of the Year Launches All New Scorpio with 43 new

features. M&M wins Nasscom award for IT

excellence Harvard Business School's India

ResearchCenter & Harvard University South AsiaInitiative in Mahindra Towers, Mumbai

Scorpio crosses 1 lakh productionmilestone

M&M successfully completes FCCB issueofUS $ 200 million

Mahindra & Mahindra Financial ServicesLtd. goes public

Global launch of Scorpio Pick-up inSouthAfrica

Tech Mahindra decides to enter Capitalmarket

Mahindra United adjudged among thetop clubs in the world

Mahindra announces 3rd SEZ in Pune

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PHILOSOPHY OF MAHINDRA &MAHINDRA LTD.

To be respected as an organization at home and

abroadthat

Cares for its customersWorks for its share holders

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Provides a challenging environment to its empoweredemployees

Works together with its suppliersIs responsive and responsible to the community.Operating principles and objectives

Customer Focused.Cost discipline

By elimination of non-value added workThrough continuous improvementBy productive use of assets.

Time discipline

By meeting set targetsBy delivering on timeBy ensuring service on timeBy quick response to needsBy throughout time reduction.People Culture

By encouraging team workBy training and developing

By empoweringBy providing healthy & good work environmentBy safe work practicesBy fair appraisal & reward system

Community Culture

By setting high ethical standardsBy responsible to environmental needsBy contributing to community welfare

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QUALITY POLICY

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Customer satisfaction will be our top most prioritywe shall meet this through

Customer Responsiveness.Continuous improvement in our products.

Involvement of all our employees. Focus on process control & defect prevention in ouractivities.

Involvement of our subcontractors in continuous qualityimprovement.

Positive reputation for quality

Following international quality assurance systems &procedures

Working through process control

Delivering right first time every time.

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DEMING PRICE

The Farm Equipment Sector has won the prestigious DemingApplication Price awarded by the Union of Japanese Scientists

and Engineers (JUSE) in 2003. The price is considered to beequivalent to the Nobel Price in the area of Quality ofManagement. The FES has become the First TractorManufacturer in the world to win this prestigious award.

The Farm Equipment Sector is the fist Tractor Company in theworld to win the Deming Price. Also it is the forth companyIndia and the 10th in the world, outside Japan to win thisprice.

FES BAGS GOLDEN PEACOCK NATIONALTRAINING AWARD IN 2004

"Learning is not essential to growth but neither is survival"said Edward Deming. To make learning a focused effort, M&MFarm Equipment Sector enhanced its capability buildingmethods by strengthening its Training and Developmentefforts for management officers as well as cell members.

These fruitful efforts are realized by the employees and werealso recognized when Mahindra and Mahindra- FarmEquipment Sector won the Golden Peacock National TrainingAward Award-Special Commendation at hands of Mr. KapilSibal, Minister of Science and Technology on 20th Aug 04 in aspecial ceremony organized at Delhi. Golden Peacock awardsare given by Institute of Directors an independent agencyunder a jury presided by Ex-chief justice of India Mr. Ahmadi.

This recognition is for the excellence in training practicesadopted for all employees

The objective of training at FES has been on overall individualdevelopment, which can contribute to achieving businessobjectives as emphasized in the training policy. It has arobust need assessment process, which strongly captures thebusiness needs. This process coupled with the training design

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and training evaluation process adopted ensures the stronglinkage of training to business outcome.

In the last four years has focused on developing behavioralprograms like EDGE, APEX, for its management staff which

have been extremely successful and stand as benchmarks forrobustness of program design and linkage to business withable guidance under the leadership of Dr. Sangram TambeVice-President HR &Performance Management. Strong effortshave also been taken by Employee Relations andDevelopment PU under leadership of Mr. Satish Ghogre GMEmployee relations & Development and his team for skillbuilding for its cell members. The skill building process for cellmembers encompasses skills measurement, customized on-the-job training and then evaluation.

Special efforts have been taken in F04 to make all the cellmembers computer literate. It is the training andcommunication efforts which have helped adapt the cellmembers to changing business needs and increaseproductivity.

A special feature of capability building efforts is the InternalTrainer Scheme where line managers across functions are

encouraged to become Learning Enablers. FES boasts ofalmost 85% of its internal trainers from a total group of 200trainers are line managers from different functions.It is this passion and commitment, which has yielded adelightful fruit of the Golden Peacock Award-SpecialCommendation. It, is the beginning of a journey to excelfurther and has set higher targets to achieve.

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ORGANISATIONAL CHANGES

In February 1994 Mahindra & Mahindra adopted B.P.R.

Re-engineering is at fundamental rethinking and radical

design of business processes. Reengineering (BPR) is the setof activities that taken together produce a result of value tothe customer.

Ex. Manufacturing process, New ProductDevelopment.

Under the BPR initiative, Mahindra Top Gear Program [MTGP]has been launched by the management to effect a stepchange in main business like manufacturing, purchasing and

product development.

The company adopted the concept of Cellular Manufacturingafter the agreement of 26th May 1998. The change wasbrought about in the basic design and the structure ofdepartments & the concept of factory in a factory emerged.As a result, various departments and operations were dividedinto 3 product units and some central functions. The EnginePU, Tractor PU, Trans. PU were set up and responsibility ofthese different product units were handed over to differentbusiness heads.

The product unit comprises of the cluster modules & cells.The Modules in PU are:

Manufacturing Module

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Supplies Module Manufacturing Support Module Manufacturing Engineering Module Mahindra Production System Module

HR& ER&D Module

Human Resource and P&I R. ModuleWith the rapid changes in organizational set-up and keeping

in line the companys belief in constant positive changes, thehuman resource and I.R Module was also changed.

Each PU has an HRD Group that is responsible for training andcommunication activities for all members of PU. The PU HRDCo-ordinates with the central HRD with the aim of providingthe best support in area of HRD.

The P & I.R. Group in PU provides all Time Office and RecordKeeping Service for the workmen and staff in PU.

The group is responsible for redressal of personnel grievance.

All these strategic changes were brought about in order tofocus on the changing consumer needs. Todays world ischanging fast. With the open door liberalization policycustomers are exposed to wide range of production.Manufacturers are focusing more on customer needsprimarily the cost, quality and delivery of Goods.

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MAHINDRA GROUP OF COMPANIES

Mahindra USA Incorporated [MUSA].

Mahindra Exports Limited Mahindra Air Services Limited. Mahindra Hellenic Auto Industries S.A. Mahindra Applied System Technology Limited. Mahindra Holidays & Finance Limited. Mahindra Sintered Products Limited. Mahindra Construction Company Limited. Mahindra British Telecom Limited. Rolplas (India) Limited Mahindra Acres Consulting Engineers Limited MBT International incorporated.

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Siroplast Limited. Mahindra Holidays & Resorts India Limited.

Mahindra Sona Limited. Guestline Hotels. Mahindra Engineering & Chemicals Products Limited. Mahindra Steel Service Centre Limited. Triton Overwater Transport Agency Limited.

Mahindra Financial Services Limited. Mahindra Consultancy Limited.

MAJOR COMPETITORS OF MAHINDRA & MAHINDRA

Tafe Escorts Eicher Ford New Holland John Deere

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E.R.& D. DEPARTMENT

OBJECTIVES & ACTIVITIES

To maintain peaceful, cordial, harmonious andmeaningfulindustrial relations.

Increase workplace co-operation and effectiveparticipation.

Ensure maintaining proper discipline on the shop floor. Propagate, inculcate and maintain new and changing

work culture in the plant.

Familiarize the union and workmen with newManagementconcepts.

Develop flexible workforce to suit market / customerdemands.

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chargesheets,memos,cautionletter,warning,suspension,memos,dismissal,termination, discharge orders etc.

To devise remedial measures to arrest shop floorabsenteeism both regular as well as seasonal by takingthe union and the concerned workmen into confidence.

To process re-deployment of manpower on the shopfloor as per the production needs.

To offer IR support to line functions where productivityas per settlement has not been achieved.

To resolve day-today problems on the shop floor vis--vis minor issues.

To represent companys case before the conciliationauthorities in complaints lodged by employees, union,statutory compliance etc.

POLICY DEPLOYMENT

Policy Deployment (PD) is one of the most effective tools bywhich the strategic intent of the company is translated intooperational plans throughout the organization. PD ensuresthat everyone in the organization is aligned with the overall

objectives, and is "pulling in the same direction". At everylevel it provides a basis for answering two questions:

What do we need to achieve? How are we going to achieve it?

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Policy deployment is a comprehensive, closed loopmanagement planning and objectives deployment process.

The use of this process continuously improves bothmanagement capability and the reliable achievement of

significant objective. Companies to help achieve and maintaina competitive edge are increasingly using policy deployment.In many leading organizations today, policy deployment isviewed as a core enabling technology.

It starts with top management clearly articulating a vision forthe future of the company. This vision then leads to a missionstatement. How the mission will be achieved is defined instrategic plans, tactical plans, and then operational goals.Objectives are simply goals for which the how to has been

defined. Optimal objectives are comprised of bothquantifiable targets and feasible (and supported) actionplans.

Policy deployment is accompany wide mechanism forcreating and propagating plans for the achievement ofobjectives at all levels in your organization. it also providesfor the measurement and feedback of results as well as forcorrective actions to be implemented wherever appropriate.

There is a Simultaneous and equal focus on both theachievement of performance results and the improvement ofmanagerial capability responsible for generating thoseresults.

Expected Outcomes of Policy Deployment

Organization-wide deployment of priorities, goals &objectives

Accelerate the achievement of desired business objectives

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Enhanced managerial capabilities Improved operational planning A mechanism for results-based; organizationalperformance

feedback

Relevant management controls Majors increase in organizational velocity.

Policy deployment is a way of aligning and assigning thecompanys objective or priorities through all levels. It is theWestern equivalent to Japans Hoshin Kanri that meansliterally gleaming metal but translates to management bypolicy. It becomes more detailed as each level is addressedbut the end result is a high degree of alignment through theorganization with everyone knowing what has to be achieved.(Philips, Eindhoven)

THE PROCESS

Policy Deployment (PD) starts with the top managementclearly articulating a vision for the future of the company.From our vision of global leadership the Sector draws upmid term and long term plans for FES. Keeping in mindthese plans, the management strategy, business environmentand review of previous years policy, the Presidents Policyis drawn up which outlines the objectives for the year andsets targets and major measures to achieve thoseobjectives.

Every PUL formulates a Vision for his own PU. Based on thePresidents Policy, the PU vision and the PULs role, the PULPolicy is derived.

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The PUL Policy comprises three elements Managing Point,Major Measure and Checking Point. The PULs ManagingPoints (MP) are derived from the Presidents Policy. MajorMeasures (MM) for each managing point details the "how"of achieving the Managing Points. Checking Points (CP)

enables the PUL to monitor the achievement of his managingpoints.Simply put the PULs CP are sub goals which lead tofulfillment of goals outlined for the MP.Presidents Policy to PUL Policy is the first step in thedeployment process.

STEPS IN POLICY DEPLOYMENT CYCLE.

1. Carry out self-assessment.2. Gather information relevant to business development.3. Determine each units vision and priorities.4. Establish priorities.5. Agree metrics and targets.6. Develop plans.7. Agree personal objectives.8. Share and communicate.9. Monitor progress and review.

10.Refine priorities andprocess.

PDCA

Every month, the manager is expected to do a self-assessment of his performance through PDCA methodology.Plan: Targets of every MP/CP which are mentioned in thePolicy.

Do: Against the planned target for MP/CP the actualperformance is to be recorded.Check: Check to ensure that actual performance is in line withthe plan. If not, identify and record causes for deviation.Act: Draw out action plan for correction and improvement.

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REQUIREMENT FOR SUCCESS

There must be management commitment to the processand this must be evident to all.

The start point must be based on some vision of thefuture

Priorities must be set with the intention of achievingnecessary change. Resources therefore must beassigned differently. Business as usual is not adeployable policy.

Responsibility for implementation must be clear. Objectives at every level must support the overall

priorities and be integrated to give one completestructure of aligned effort.

The effects of deployment must be measurable andmust be

measure.

There should be an evolution priorities should not betotally replaced each year. Hoshin kanri is based onthe principle of continuous improvement.

Visibility is vital of priorities and of progress towardsthem.

There must be a reward strategy linked to successin achieving the priorities.

IT GOES AS FOLLOWS

Policy Deployment can be used to build plans for annualimprovement and for the long term. The first three steps carry out self assessment , gather information relevant tobusiness development, and determine each units vision and

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priorities are all to provide input on the business position topriority setting.

The goals must have a measurable outcome. Only then canthe next level those who will execute properly do their

planning to achieve each goal and say what it will cost. Goalsare upper level requirements. Specifying these to the nextlevel and accepting their bill for doing it is knows as catch-ball. Measurement becomes a basis for agreement andalignment and then a way to assess progress.

Goals are progressively divided and allocated to lower levelsuntil they identify specific actions to be taken and preciselywho is responsible for carrying them out. Tow-waycommunication ensures buy-in at all levels and links the

plans.

The ultimate level of deployment is to set individual targetsspecifically related to the business priorities during personalreview sessions.

Once the policy deployment and measures are agreed theymust be constantly communicated. Group meetings, face-to-face sessions, posters, progress charts need to continuethroughout the year to endlessly reinforce the fact that these

are the priorities and must therefore take first place.

During execution the measurements must be made and mustbe reviewed so that feedback can be given to recognizeprogress and steer around difficulties. These must bemaintained with a light hand so as not to interfere with themain business.

Finally, the knowledge gained must be used as feedback allalong the chain both to improve the next round of priority

setting and to improve the process itself.

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Checking points should be clear and deployable and shouldallow for two things. Achieve the MP targets Give clear deployment to the next level

IT SHOULD IMPROVE

Quality either of product or process Cost material cost saving, waste reduction, shortened

cycletimes, reduced inventory etc.

Delivery decreasing time and uncertainty surroundingdelivery

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WELFARE ACTIVITIES

The various welfare activities in Mahindra & Mahindraare segregated as follows:

Employee oriented Family oriented Community oriented General measuresHEALTH

Under the employees Medical Benefit Scheme variousfacilities are extended to the employees such as paneldoctors situated locally, full reimbursement of treatmenttaken in panel hospitals, family medical reimbursement, etc.employees make voluntary contribution through their salariesonce in a year towards social agencies such as CancerPatients Aid Association, Bombay Leprosy Project. They arealso motivated to participate in publicizing the municipalhealth initiatives such as pulse polio immunizations and cleancity campaign, Aids Awareness lectures are organized in theCompany as well as in the neighboring community.

Education: - In house workers education classes areconducted on the basis of directives given by Ministry of

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Labor Welfare Workers Education Board. So far, about 2000employees have completed the said course. The curriculumof the course and class has been adjudged as best WorkersEducation class in Asia.

WELFARE

Counseling facilities provided to the employees and theirfamily members facilitate optimum performance and helpeliminate factors hindering employees role performance.

The activities and programs of family counseling departmenthave improved the quality of life of all our employees. Someof them are parent education program, personalitydevelopment program, vocational guidance, retirement

planning etc.

TALENT EXCHANGE PROGRAMME

Hobby classes are arranged for employees, family membersand society during the summer vocation at various venuessuch as Mahindra Students Academy, Samata Nagar HighSchool, Yojana Vidyalaya.

CULTURE

With a view to promote the cultural activities amongst theemployees and their family and acknowledge theirachievements, Company organizes various culture orientedprograms s follows : Annual gathering of employees with their family on

account of celebration of Republic Day.

Children rallies cover arts and sports events for theemployees school going children. A series of professional drama shows were organized for

the employees and their family in various drama theaters

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at highly subsidized rates under the Natya-pandharischeme.

SPORTS

Cricket and Kabbadi teams have excelled at State leveltournaments besides winning Inter Company tournaments onseveral occasions.

Employees have excelled in the solo sports event such asKarate, Body building etc. besides leading teams trekking andmountaineering.

ENVIRONMENT

Company has a deep concern for environment protection andhas practices it through various initiatives. Preservation ofhuge trees of Coconut, Neem, Gulmohor, Ashoka etc. in spiteof building activity. The routine PUR check is carried out tocontrol the emission level of the Company and employeesvehicles. The pollution control activities in the area of waterpollution, air pollution etc. are carried out through processingof sewerage water, used machine oil, boiler etc.

OTHER ACTIVITIES

WORKERS EDUCATION CLASSES

The workers education classes are held in M&M for bettereducation to workers in respect to productivity, industrialrelations and to achieve organization goal. They conductexamination for the workers and those who pass this exam

can have a industrial tour organized by the company. It hasbeen judged to be the best in industrial setting both syllabusand logistics wise.

QUALITY CIRCLE MOVEMENT

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It was launched in 1985 and had 167 quality circles. QualityCircles members have made presentations in State level,National and international conventions apart from annualCompany wide conventions.

OPERATION HAMLA

This is their marketing strategy where workers are sent tovarious States in India and asked to do marketing of theirproduct. i.e. Tractor.

CELL MEMBER TRAINING PROGRAMMES

These were the hey programs aimed at preparing themindsets to suit the progress towards our Companys vision.

FIELD VISITS

The field visits by teams comprising of workers, Unionrepresentatives and officers from the plant served to give firsthand feedback reports.

PERFORMANCE MANAGEMENT SYSTEM

The PMS was started in Mahindra for measuring theperformance of the Officers. Under this PMS Measurement OfPerformance (MOP) was formed wherein the every person isgiven a target and one is given specific period for thecompletion of that target. Here different Leaders areappointed who looks after the MOP of his subordinates.

HOUSEKEEPING

The housekeeping program was started in January 2001wherein each person from the organization right from theOfficers to the employee has to clean his department or anyarea is allotted to clean up. The individual has to remove allthe wastage and arrange all its files or clean machines. The

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housekeeping for the Officers was on Monday and foremployees was on Saturday.

COMMUNITY INITIATIVES

MAHINDRA FOUNDATION

This trust has been set up to contribute during nationalcalamities such as draughts, floods and earthquakes. Thefoundation in the past has helped patients requiring cancertreatment kidney transplant etc. The foundation hasextended its support to numerous academicians and other

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Survey Details

It is an attempt to improve current or future employeeperformance by increasing his or her skills and knowledge.

Any training and development program must contain inputswhich enable the participants to gain skills learn theoretical

concepts and help acquire vision to look into distant future.

The training and development of employees is a criticalfunction of the Human Resources job. It is important tostructure the process ahead of time so that the goals fortraining are clearly delineated, and the long term results ofdevelopment of a company culture, work ethic, or way ofdoing business can be cultivated effectively. Becauseworkforce training and development is so essential formanaging an organization, it is not surprising to note that

there are many training and development consultants.

A market survey was conducted to study the trainingpractices in different manufacturing and service industrieswhich have good quality training programs.

The details of the survey conducted are given further.

Subject: - Comparative analysis of training programsconducted in

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different manufacturing and service industries.

Objective: - To understand training philosophy and practicesof companies, which are best known for providinghigh quality training and development.

Introduction: -

Training provides theoretical support to an individualsdevelopment whereas coaching provides a more practical andpersonal form of support. The combination of both creates apowerful foundation stone for future development andpotential identification.

Every organization has different processes, and at times, adifferent approach to work as well, leading to the need for

process-driven training and coaching to facilitate relevantlearning.

The survey was conducted in different sectors likemanufacturing, food, retail, consumer goods and engineering.

The study of training practices included the skill identificationtechniques used, training need identification techniques, theactual training process, training MIS, training reportmaintenance etc.

Research tool: - Questionnaire and Interviews (Personal,Telephonic as well as Internet Mails)

Research Design: -

The training managers and other concerned people wereinterviewed and data was collected from them.Questionnaires were used to collect the data. Also interviewwas taken to collect some extra relevant information.

The basic purpose of the questionnaire was: -

What is the training philosophy of your organization?What are the main reasons training is imparted?

What are the processes followed :-

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o Training needo Designing programs to maximize organizational

learningo Methodologyo Training effectiveness measuremento Information systems for training

What benefits has your company realized from training?Specific instances as well as long term benefits.How are they measured?

Data on training and development programs conductedin past (Information required on on-job, off-job as well asother developmental programs)

Objectives and content of trainingo Methods used type of training and venueo Cost and duration of trainingo Trainers Who? How were they selected? How

were they evaluated?o Training statistics : -

- Annual actual and budgeted expense- Training man days per employee Target

and actual- Cost per training man day

Specific information on on-job-training (if required)

What works and what do not? (Tips based onexperience)

The data was further analyzed and data was presented. Alsocertain methods were suggested and some recommendations

were given based on the data.

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Analysis

Some major parameters were considered for comparativeanalysis

The brief description of the parameters and the practicesfollowed in different organizations are given below:-

1. Skill identification:-

Skills are the performance specifications of an

individual.

Skill identification is to indentify the core area in which

the person expertise.

It is the first step to identify the capabilities of a person

and in turn decide upon his training needs.

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Company

Name

Skill identification

Mahindra &Mahindra FES Assessed by supervisor byfilling forms having specifiedratings on quarterly basis

Mahindra &

Mahindra AD

Assessed by supervisor byfilling forms having specifiedratings on quarterly basis

L&T Assessed duringperformance appraisal-annual basis

Tata Steel Assessed by supervisor as

and when neededMcdonalds Through periodic tests

(OCLs)Observation Checklist (It isa test taken at each levelwhich emphasis on materials

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and techniques required toaccomplish a job)

HLL Assessed by immediate headon annual basis and bycompetency mapping.

2. Need assessment:-

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A Needs Assessment is a systematic exploration of the

way things are and the way they should be.

There are 4 main steps in need assessment. They are:-

Step 1:- PERFORM A GAP ANALYSIS.

The first step is to check the actual performance of our

organizations and our people against existing standards,

or to set new standards.

Step 2:- IDENTIFY PRIORITIES AND IMPORTANCE.

The first step should have produced a large list of needsfor training and development, career development,

organization development, and/or other interventions.

Now we must examine these in view of their importance

to our organizational goals, realities, and constraints.

We must determine if the identified needs are real, if

they are worth addressing, and specify their importance

and urgency in view of our organizational needs and

requirements.

Step 3:- IDENTIFY CAUSES OF PERFORMANCE PROBLEMS

AND/OR OPPORTUNITIES.

Now that we have prioritized and focused on critical

organizational and personal needs, we will next identify

specific problem areas and opportunities in our

organization. We must know what our performance

requirements are, if appropriate solutions are to beapplied.

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Step 4:- IDENTIFY POSSIBLE SOLUTIONS AND GROWTH

OPPORTUNITIES.

If people are doing their jobs effectively, perhaps we

should leave well enough alone. However, some training

and/or other interventions might be called for if

sufficient importance is attached to moving our people

and their performance into new directions.

Company Name Need assessment

Mahindra &

Mahindra FES

By skill identification

Mahindra &

Mahindra AD By skill identification By competitor analysis (Mostly

done at senior manager level) By organizational diagnosis Changes planned

(Technological, Cultural)L&T By skill identification

By changes planned

(Technological, Cultural, Globalmarket analysis)

Tata Steel By skill identification (To someextent since workers are less innumber)

By organizational diagnosisMcdonalds Skill identification (Ongoing)

Tests (OCLS Explained earlier) Organizational diagnosis

(Monthly training memo &periodic communicationbetween training departmentand top management ofrestaurant)

Changes planned (Global and

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country wise) Performance discrepancy (At top

management level)HLL By gap analysis

By inputs from seniors. Business needs. Development action plan.

3. Designing Program:- (Especially about materials

used)

The basic steps to effectively design a training program

are:

Step 1:- DEFINE THE TRAINING NEEDS.

This is a process called discovery. In a discovery phase

it is important to define the needs and goals of the

organization and what kind of knowledge will help

employees meet those needs and achieve the stated

goals. It is important to emphasize that the needs and

the goals both be addressed.

Needs are generally those issues related to a changing

technological space, such as updated software, new

systems or processes, a response to new legislation that

requires specific knowledge, etc.

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Goals are those initiatives related to performance in

competition with other companies or perhaps with past

levels of achievement.

Step2:- DEFINE THE TARGET AUDIENCE TO RECEIVE

TRAINING.

In the case of medical emergency preparedness, it is

necessary to identify a core group of managers and

train them. This is the process of identifying the target

audience.

Another example would be to do a study of work

processes, including employee surveys. It is surprising

how many management decisions are made without

employee feedback! It is important to listen to the

employees and take their suggestions into

considerations because they often see many things

happening that are not immediately apparent,

especially when it comes to employee training and

identifying who needs it.

Step 3:- DEVELOP THE CONTENT TO BE USED FORTRAINING.

Content development can be accomplished in-house byexperts within the organization. Indeed, for manyimportant job functions it's important that a manual ofwork processes exist and be regularly updated on an atleast yearly basis. Such a manual can form a basis for

the study materials to be used in training employees.In other situations it's possible to purchase the materialsfrom an outside vendor. Especially in specialized nichesthat are dependent on legislation and rules that changefrom year to year (such as accounting, legalrequirements, processes that are tied to governmental

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regulation), it may be beneficial for the organization topurchase materials from vendors who produce timelyemployee training content.

Step 4:- DEFINE THE OUTCOMES TO BE ACIEVED FROMTRAINING.

This last step is very important to regard. The outcomefrom training is typically defined within the followingcategories: increased profitability, higher efficiency,better levels of safety within the work environment,development of employees who are ready to meet thechallenges of assuming management roles, a productivework environment, and even a better product and

customer satisfaction and retention. All of these pointsare the kinds of goals management should be focusingon when developing an effective program for continuedorganizational development.

Company Name Designing Program (Especially

about materials used)

Mahindra &

Mahindra FES PowerPoint presentation Films and videos (Source

External Trainers)Mahindra & Films and videos (Source- External

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Mahindra AD Trainers) Experiential/Outdoor based

training PowerPoint presentations Games (Especially for team

building)L&T Films (Source- Prepared by

organization by use of net & byofficial visits to other countriese.g.:- China)

Self-directed, On-line or computerbased

PowerPoint slides, success stories& motivational stories in form of

photographs (From net)Tata Steel Films (Tata in-house) Self-directed, On-line (For selected

workers & for selected jobs) Transparency, Outdoor (ATI, Sion-

Technical)Mcdonalds Films (Source- Hamburg

University) Demonstrations

HLL Role play Brainstorming Case studies Quizzes and games Films (External trainers)

educational Cds

4. Scheduling Program:- (Especially physical set-upi.e. Halls and other training material used)

After designing a program the next important step is

scheduling the program.

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Various things like the dates, the venue, availability of

venue on the dates, the number of audience, the

arrangement of training material is to be taken care in

this process.

Also the trainers as well as trainees need to be informed

about the training details.

A random list of participants is prepared and its cross

checked with the respective supervisors for availability

of trainees.

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Company Name Scheduling Program

(Especially physical set-up i.e.

Halls and other training

material used)

Mahindra &Mahindra FES

3 training Halls(2 well-equipped)Seating Capacity- 40 per hall

Mahindra &

Mahindra AD 2 Training Halls (Well-

Equipped) 4-5 Small Training Rooms Outside training at resorts On-job training (Technical)

L&T 3 Halls (Well-Equipped with

OHP, LCD & Sound systems) 2 Halls (Not so well-equipped) Seating capacity:-

o 2 Halls- 100-150o 3 Halls- 40-60

Tata Steel Well equipped training halls 1 Hall (Borivili)- 60 people 1 Hall (Training center,

Tarapur)-40 people 2 Halls (Plant, Tarapur) 40

people Technical training requiring

machinery is done at ATI, SionMcdonalds Outdoor in Hotels

4-5 Halls at Training center

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(Well equipped with LCD &Sound system)

HLL Three training centers (1training hall in each)

Seating capacity 30 per hall Syndicates and lounge areas Well equipped (with LCDs ,

sound systems etc)

5. Effectiveness Analysis:-

Measuring the effectiveness of training programs

consumes valuable time and resources.

Many training programs fail to deliver the expected

organizational benefits. Having a well-structured

measuring system in place can help you determine

where the problem lies. On a positive note, being able to

demonstrate a real and significant benefit to yourorganization from the training you provide can help you

gain more resources from important decision-makers.

The most well-known and used model for measuring the

effective of training programs was developed by Donald

Kirkpatrick in the late 1950s.

Level 1 (Reaction):- Completed participant feedback questionnaire

Informal comments from participants

Focus group sessions with participants

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Level 2 (Learning):-

Pre- and post-test scores

On-the-job assessments

Supervisor reports

Level 3 (Behavior):-

Completed self-assessment questionnaire

On-the-job observation

Reports from customers, peers and participants

manager

Level 4 (Results):-

Financial reports

Quality inspections

Company Name Effectiveness Analysis

Mahindra &

Mahindra FES

Feedback from trainees(Rating given to trainerson subject knowledge,presentation skills andrating is also given toprogram etc.)

Feedback from supervisorMahindra & Feedback from trainees

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Mahindra AD (Rating given to trainerson subject knowledge,presentation skills andrating is also given toprogram etc.)

Practical observation bysupervisor and feedbackreport from them

L&T Feedback from trainees(Rating given to trainerson subject knowledge,presentation skills etc.)

Practical observation bysupervisor and feedbackreport from them (For

technical as well asbehavioral)

Tata Steel Feedback from trainees(Rating given to trainerson subject knowledge,presentation skills andrating is also given toprogram etc.)

Practical observation bysupervisor and feedback

report from them Also by discussion

Mcdonalds Practical observation bysupervisor and feedbackreport from them

Tests (Practical/Written)HLL Feed back from trainees

(Rating given to trainerson subject knowledge,presentation skills andrating is also given toprogram etc.)

Practical observation byimmediate head

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6. Business Need Linkages:- (Certification secured)

This generally refers to the training programs which are

specially developed with a specified purpose.

These training programs serve different purposes like

increased production with quality, global leadership,

new technological improvements, cost reduction,positive attitude towards business, as well as securing

different international certifications.

Company Name Business Need Linkages

(Certification secured)

Mahindra &

Mahindra FES

ISO 9000

QS 9000 ISO 14001 Deming application prize Golden peacock national Quality

award Golden peacock commendation

award for training TS 16949 Quality systems

Mahindra &

Mahindra AD

ISO

TPM OHSASL&T ISO

Tata Steel ISO 9001-2000 EMS 14000

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TA standard (Technical) NABL (Laboratory) Tata business excellence award

Mcdonalds Global Recognition

HLL No certifications

7. Report Maintenance:- (Report Content)

The training records and reports are maintained for

audits and information.

These records are used to draw random sheets of

participants of training and also for calculating the

training man days per employee per year and the total

expenditure on training.

It also gives information about the training programseach employee has undergone.

Company Name Report Maintenance (ReportContent)

Mahindra &

Mahindra FES One page report Training history of employees

Assessment (need) Sheets Feedback forms

Mahindra &

Mahindra AD Nominations Subject Location

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FacultyL&T Training evaluation forms

Training history of employees Assessment (need) Sheets

Feedback forms Training effectiveness

evaluationTata Steel Name

Training Programs attended Location Duration Training effectiveness

Mcdonalds Name Designation

(Record maintained at store level)HLL Nominations report

Training programs attended Number of training man days Training material used and

trainers

8. Training MIS:- (Soft Wares used)

It is very important in this computerized world to use

different specialized soft wares to maintain the training

information and records.

This information is about different training programs

conducted, different trainers their contact number and

topic taken.

It becomes easy to access and analyze the information

for report generation and for quick references.

Company Name Training MIS (Soft Wares used)

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Mahindra &

Mahindra FES

Excel Sheets

Mahindra &

Mahindra AD

Excel Sheets

L&T Workers Customized Excel SheetsManagement SAPDeveloped by L&T infotech

Tata Steel Oracle-based (Developed by TCS)

Mcdonalds Mcinfy Server

HLL Excel sheets

Company USPs

1. Mahindra FES :

Company secured various certifications throughtraining.

2. Mahindra AD : More family oriented programs conducted

3. L & T :

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More Focused on training materials

Video films and other materials (Photos etc) madeby the training people and thus emphasis on thequality.

Motivate employees by conducting competitions togive slogans for the training programs and otherinitiatives. The best ones are awarded and theslogans are displayed near the board

The seriousness of training programs is evidentfrom the fact that the higher management peopleattend the training programs along with workmen.

4. Tata Steel : Big training at Tarapur which is well equipped with

all the material required for training.

Tata in house movies are used

LSIP Large scale interactive program wasconducted in 1997 it brought transparencybetween management and workers. Theme Survival.

5. Mc Doanlds :

Training related to performance which is related topromotion

Special training program designed by HamburgUniversity Australia.

6. HLL :

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Specially developed training centers formanagerial and executive level.

Based on the analysis a model for skill identification isproposed as follows:-

The Jig-saw model

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The skill matrix for this model

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Level 1 Level 2 Level 3 Level 4 Level 5

Skill 1 4 4 3 2 1

Skill 2 3 3 2 1 4

Skill 3 4 2 4 3 3

Skill 4 3 3 1 4 2

Skill 5 3 3 4 2 3

Skill 6 2 1 4 3 4

Skill 7 1 4 3 1 2

Skill 8 2 2 1 4 3

Different types of skill matrixlike:-

Behavioral skill matrix

Generic skill matrix

Technical skill matrix

Can be made using this.

LEVEL ACHIEVEMENT

1 Entry Level

2 Informational Level

3 Learning Level

4 Skilled Level

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Individual skill measurement

After identifying the skills required at each level, a standardformat of skills index at each level is prepared.

This standard model should be compared with the exisistingskill levels and the gap should be measured.

This gap would help in identifying the discrepency and afterfinding the reason for this discrepency a solution can besuggested.

The proposed model for the same is:-

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There are different methods to identify or test the skill level fordifferent skills.

They are:-

Practical Observation Performance

Skill 1

Skill 2

Skill 3

Skill 4

Skill 5

Skill 6

Skill 7

Skill 8

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Training effectiveness evaluation

The evaluation of training forms the remaining part of thetraining cycle which starts with the identification of trainingneeds, establishing objectives and continues through to thedesign and delivery of the training course itself.

It is the function of evaluation to assess whether the learningobjectives originally identified have been satisfied and anydeficiency rectified. Evaluation is the analysis and comparisonof actual progress versus prior plans, oriented toward

improving plans for future implementation.Based on the analysis a questionnaire for effectivenessanalysis is also suggested.

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Program Effectiveness Questionnaire: -

The effectiveness analysis is suggested based onKirkpatrick model.

The first level in this model is the reaction i.e. to study theparticipants immediate reaction to the program.

The benefit of Reaction level evaluation is to improve Trainingand Development activity efficiency and effectiveness.

Training Reaction:-(Please note that all your suggestions and feedbacks areimportant to us and that helps in our improvement so kindlyspare some of your valuable time to help us in our CIT)

Training:

Name: Date:

The Training Program:

Please circle the number that you feel most closelyrepresents your views.

Training Equipment Excellent 4 3 2 1 Poor

Quality of the session Excellent 4 3 2 1 Poor

The program objectives were accomplished

Excellent 4 3 2 1 Poor

The content was relevant to your jobExcellent 4 3 2 1 Poor

Useful for your work Excellent 4 3 2 1 Poor

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The Trainer:

Please rate the trainer for each aspect.Very Not

Effective Effective

(a) Knowledge of subject 4 3 2 1

(b) Style and delivery 4 3 2 1

(c) Responsiveness to group 4 3 2 1

(d) Producing a good learning climate4 3 2 1

Any other comments:

In General:

What did you like best about the training (a) and least aboutthe program (b)?(a)

(b)

What did you learn from the training?

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At the end of session or while joining the job after attending atraining program a PDCA cycle should be formed. The firststep in this is to prepare a personal action plan. This planhelps in setting self standards and also helps in personalevaluation.

This level deals with the Plan aspect of the PDCA cycle.

Personal Action Plan

Action plan: I will do this End result: So that When

1

2

3

4

5

This action plan should be maintained by all the trainees andshould be submit a copy of the same to their immediatesupervisors.

Training effectiveness analysis is a continuous process thatends when the training objective is achieved.

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The second level is learning i.e. to study the extent towhich the participants improve knowledge and skills andchange attitudes as a result of the training.

The basic purpose is to measure the learning transferachieved by the training and development activity.

The supervisor should assess the post-training performance

of the trainees (Period- 1 to 1 and month).Canperformthe taskindependently

Can withsomehelp

Cannotperformthe task

Ability to perform jobbefore training

Ability to perform jobafter training

This helps to understand the effect of training program on thejob performance.

This level deals with the Do aspect of PDCA cycle, where theknowledge gained during training is practically used.

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The third level is behavior i.e. the extent to which theparticipants has change their behavior back in the workplaceas a result of the training.

It helps in understanding how well the enhancement ofknowledge, skill, attitudes has prepared them for their role.

This can mainly be done through self assessment surveys.

The action plan copies can be used for this. The action plan isto be discussed with the supervisor to draw conclusions aboutthe training effectiveness.

It can also be done through practical on-job observation.

This discussion helps the trainee in knowing his current skilllevel in job and also helps him to know what is expected fromhim. So after the self assessment the trainee should be ableto perform the job as expected.

This level deals with the Check as well as the Act aspect ofthe PDCA cycle.

It should be done in 1 months time after the learninganalysis.

The fourth level is results i.e. the organizational benefitsresulted from the training.

The purpose is to measure the contribution of training anddevelopment to the achievement of the business/operationalgoals.

This can be studied through the financial reports, audits andquality inspections.

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This level is important as it helps in knowing if the trainingobjective was achieved.

General Procedure of effectiveness evaluation: -

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Learning

Behavior

Results

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Annexure: -

Questionnaire

External Trainer Details (Contacts and Topics)

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Questionnaire

Topic: - Comparative analysis of training programs conductedin different manufacturing and service industries.

Objective: - To understand training philosophy and practicesof companies, which are best known for providinghigh quality training and development.

Company Details: -Name of the organization: -

Manpower strength by category / business (Age details ifpossible):-

Address: -

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Tel. No.: -

Product / Service: -

Questions: -

1. We assess/measure the training needs of our employees infollowing way: -

a) Formal assessment by supervisor conducted on

periodic basis (How frequently)b) Feedback from supervisor on day to dayobservation of the employees work performancec) Tests (practical/ written)d) Organizational diagnosis (How it is done?)e) Changes planned new technology, new cultureetc.f) Based on inputs from senior managementg) Competitor analysish) Others___________

2. We use the following in our training (Give examples andjustification)

a) Training films (source)b) Filming participants to enhance learningc) Video-based interactive learning

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d) Self-directed, on-line or computer based traininge) Experiential/outdoor based trainingf) Others___________

3. We make training program interactive by: -

4. We pay a great attention to physical set-up in our trainingfacility by: -

5. Our view of informal form of training is: -

a) Are more productive, as trainees learn a morewhen they are relaxedb) Formal atmosphere is important for training

6. We are able to adhere to our training program by : -

7. A good trainer should possess the following skills: -

8. We decide our trainers (internal/external) by:-(Give Details of trainers)

9. We encourage, motivate, train and sponsor our trainers by:-

10. Our annual expenditure on trainers (external/internal)

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11. We overcome the problem of repetitive trainees by: -

12. Our post-training feedback policies are: -

a) No feedback takenb) Question and answer session with traineesc) Surveys and interviewsd) Feedback from traineese) We calculate return on investment from trainingsession

13. We assess training effectiveness by: -

a) Tests (practical/written)b) Practical observation by supervisor and feedbackreport from themc) Others

14. We have secured the following certifications through ourtraining programs:-

15. Give the following details about different successfultraining programs conducted in the previous year

- Title and brief description- Objective- No. of days- Important methods used- Participants (no. and level/department)

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- Basis of selection- Location- Faculty- Training evaluation-

Comments

16. Training MIS (record keeping) details: -

- Cost of developing- Assessment of individual training needs- Details of training imparted to individuals- Investment in each employee- Post-training follow-up- Training statistics

17. Share any other information related to this topic

External Trainers: -

Sr.No.

Trainers Name Topic Contact no.

1 Mr. Dilip Kakade(M & M AD)

IndianEconomy

27654725(O)22077769

2 Mr. Suresh Lad

(M & M AD)

Positive

Attitude

9820196643

3 Mr. J. B. Kabra(L & T)

New Era 9821342325

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21. Mr. Vinayak Kulkarni Investment 28546444

22. Mr. Arun Nabar Awareness 28874651

23. Mr. Sontakay Awareness 28874651

24. Mr. Suhas Pingle Health 26127096

25. Mr. Moye Awareness 24465456

26. Mr. Abhyankar TQM 25398427

27. Mr. Javdekar Safety 28751746

28. Mr. Sugvekar Safety 28971562

29. Mr. Mukherji ATI 98209684199

30. Mr. Sinha ITI 9820236016

Bibliography:-

Books:-

Human Resource Management Aswathapa

Internet:-

citehr.com

astd.com

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Documents

Final Rep or Tar Pita