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ACKNOWLEDGEMENT I wish to express my deep gratitude to Prof MK Nair, senior training consultant for all the help, guidance, support and knowledge that he has imparted to me during the course of the preparation of this project. I deeply appreciate the effort and the time that he has spent guiding me through the project and providing valuable insights which has helped me grows in my training profession as well as does great justice to my Internship report.

Internship Report Istd

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Page 1: Internship Report Istd

ACKNOWLEDGEMENT

I wish to express my deep gratitude to Prof MK Nair, senior training

consultant for all the help, guidance, support and knowledge that he has

imparted to me during the course of the preparation of this project.

I deeply appreciate the effort and the time that he has spent guiding me

through the project and providing valuable insights which has helped me

grows in my training profession as well as does great justice to my

Internship report.

Page 2: Internship Report Istd

EXECUTIVE SUMMARY

This project speaks about 5 training sessions that includes the

objectives, benefits, training process, training methodologies,

training aids used for every programme. It also comprises of the

post training report for every training programme. The 5 training

session reports are on 1) Customer excellence for Maruti suzuki

2) Stress management for Eicher motors 3) Managing wait for

Honda siel cars 4)Personal and professional effectiveness for

NPCIL, 5)Communication and presentation skills for Hellman

ltd. This project also includes the post training evaluation report

of Wipro technologies on customer excellence. Finally, it ends

with 2 case studies: 1) Crosscultural communication 2)

Miscomunication between management and workers.

Page 3: Internship Report Istd

SR.NO TOPICS Page No.1. Study report of the training requirements of Quinox Page - 04

2. Study report of 5 training sessions Page - 05

a. Report of Maruti Suzuki on Customer Page - 06

b.Report of NPCIL on Personal and professional

excellencePage - 10

c. Report of Eicher motors on Stress management Page - 13

d. Report of Honda siel cars on Managing wait Page - 15

e.Report of Hellman on Communication and

presentation skillsPage - 17

f.Training evaluation report of Wipro technologies on

Customer care excellencePage - 21

g. Case study on cross cultural communication Page - 23

h.Case study on miscommunication, improper

management, poor coordination in the organizationPage - 25

Page 4: Internship Report Istd

ISTD- INTERNSHIP REPORT

STUDY REPORT OF THE TRAINING REQUIREMENTS OF QUINOX

1. Emotional intelligence of the employees

2. Spiritual quotient of the employees

3. Self-confidence and self-esteem

4. Public speaking and presentation skills

5. Strong leadership skills

6. Self-motivational power

7. Effective team-building skills

8. Positive attitude and inner strength

9. Professional business etiquette

10. Interpersonal skills

11. Assertive communication

Page 5: Internship Report Istd

REPORT OF 5 TRAINING SESSIONS

1. CUSTOMER CARE EXCELLENCE- Maruti Suzuki

2. PERSONAL AND PROFESSIONAL EXCELLENCE- (Nuclear power corp India ltd)

3. STRESS MANAGEMENT- (Eicher tractors)

4. MANAGING WAIT-(Honda siel cars India

5. COMMUNICATION AND PRESENTATION SKILLS (HELLMAN)

Page 6: Internship Report Istd

CUSTOMER CARE EXCELLENCE

The single most important thing to remember about any enterprise is

that there are no results inside its walls. The result of a business is a

satisfied customer.”

- Peter Drucker

This programme was conducted for Maruti Suzuki and it was well-

appreciated by all the participants.

OBJECTIVE:

1. To train the participants to establish the engine that will provide the

driving force for customer service throughout the organization.

2. How to understand customer expectations and manage the

perceptions.

3. How to handle customer complaints.

4. How to maintain a cordial relationship with your customers and

build customer loyalty.

Page 7: Internship Report Istd

BENEFITS:

1. The participants will learn how to sell the relationship, not the

product.

2. They will learn how make sure the first impression customers

receive is the right one.

3. The participants will learn how to deal with difficult customers

professionally and not personally.

4. They will learn how to prevent burnout and stay positive and

motivated.

5. The participants will learn how to get more cooperation of their

customers.

6. They will learn how to use the tools of customer satisfaction

Page 8: Internship Report Istd

TRAINING METHODOLOGY:

1. Exercises

2. Roleplays

3. Meditation and Pranayam

4. Group discussions

5. Short videos

6. Lecture

COURSE CONTENTS:

Page 9: Internship Report Istd

1. The importance of Customer care.

2. Dealing with difficult people.

3. Burnout –threat to customer satisfaction.

4. The secret to getting more cooperation.

5. The problem with customer service.

6. 7 steps to customer problem solving.

7. The customer is not always right, but…

8. Building motivation with customer feedback.

9. Imp techniques of building trust and goodwill.

10. The importance of Emotional intelligence.

11. Building Customer satisfaction.

12. How to handle customer complaints and build customer loyalty

TRAINING AIDS:

Page 10: Internship Report Istd

1. Overhead projector

2. Plastic board

3. Flip charts

RAINING PROCESS

1. A TNA (Training need analysis) was conducted, so as to know

client requirements in detail.

2. The participants needs, work issues pertaining to customer care and

their expectations were scrutinized

3. The customer excellence module was customized according to

client needs and requirements

4. The training was then delivered at the client location.

5. A Post training evaluation was done using certain tools and also

meeting up with the participants to know their progress and also

the customer care index was evaluated.

POST TRAINING REPORT OF MARUTI SUZUKI:

Page 11: Internship Report Istd

The programme was greatly liked by all the participants. There were

around 20 participants. The participants were service advisors. They were

participative, attentive and interactive. The feedback score that I received

for this programme was 6/7. This programme was conducted for 2 days at

the Maruti showroom.

PERSONAL AND PROFESSIONAL EFFECTIVENESS:

This was conducted for (NPCIL) Nuclear power Corporation of India

ltd.

OBJECTIVES:

1. Identifying ways of enhancing communication and presentation

skills.

2. Illustrate the importance of motivation for self and others.

3. Illustrate the importance of teams and team leaders.

4. Illustate the importance of meeting the expectations of internal

customers.

5. Illustrate the importance of enhancing interpersonal skills.

6. Understand the importance of positive attitude, assertive

communication and Emotional quotient & Spiritual quotient

Page 12: Internship Report Istd

WHY THEY SHOULD ATTEND:

To create a positive first impression wherever they went. This will help

them be unique and dynamic in all walks of life. As quoted by Dale

Carnegie “It is 15% of the technological knowledge and 85% of your

personality that helps you create a great impact”.

METHODOLOGY

1. Roleplays

2. Group Discussions

3. Demos

4. Team Games

5. Lecture

6. Exercises

Page 13: Internship Report Istd

COURSE CONTENTS:

1. Developing your EQ(Emotional quotient) and being emotionally balanced.

2. Developing your SQ spiritual quotient to lead a blissful and well-balanced life.

3. Developing self-confidence and self-esteem.

4. Public speaking and presentation skills.

5. Strong leadership skills.

6. Self-motivation.

7. Effective team-building skills.

8. Positive attitude and.

9. Professional business etiquette.

10.Interpersonal skills.

11.Assertive communication.

12.Customer care skills.

13.Effective Time management skills

Page 14: Internship Report Istd

TRAINING AIDS:

1. Overhead projector

2. Plastic board

3. Flipcharts

DURATION 2 Days

TRAINING PROCESS

1. 1) A TNA (Training need analysis) was conducted, so as to know

client requirements in detail.

2. The participants needs, personal and professional conflict issues,

participants attitude and behaviour and their expectations were

scrutinized

3. The personal and professional effectiveness module was

customized according to client needs and requirements

4. The training was then conducted at Kota, NPCIL site.

5. A Post training evaluation was done using certain tools and also a

meeting was conducted with the participants so to know their

progress . Personal feedback, guidance and counseling was

provided to the participants.

Page 15: Internship Report Istd

POST TRAINING REPORT OF NPCIL The personal and Professional effectiveness programme conducted for

NPCIL did bring about a positive response in the minds of the

participants and every participant in the programme were interactive,

participative and felt that the programme was a great learning and

valuable experience. The feedback ratings given by the participants

varied from 5 to 3 out of 5. 5-excellent, 4-very good, 3-good. The

participants came from various backgrounds; finance, human resources,

Operations etc. The duration of the programme was 2 days.

STRESS MANAGEMENT

This programme was conducted for Eicher tractors at Bhopal.

OBJECTIVE:

1. To train the participants in various ways to manage stress.

2. To understand the various professional and personal reasons that is

causing them stress and help them be relieved of it.

3. To help the participants learn managerial techniques like effective

delegation, good organizing skills to manage stress.

Page 16: Internship Report Istd

COURSE CONTENTS

1. What is stress

2. Causes of stress

3. Effects of stress

4. Types of stressors

5. Signs of stress at workplace

6. Types of stressors

7. Self-hpnosis and Auto suggestion

8. Attitude and Stress

9. Emotional intelligence and stress

10. Spiritual/holistic principles and stress

11. Powerful spiritual mantras and stress

12. Effective Delegation and time management & stress

DURATION 2 Days

Page 17: Internship Report Istd

TRAINING METHODOLOGIES

1. Lecture

2. Group discussions

3. Roleplays

4. Exercises

5. Chanting of Powerful mantras like OM, Gayatri mantra, Om Namo

shivay.

6. Meditation

7. Pranayam

Page 18: Internship Report Istd

TRAINING PROCESS

1. A TNA (Training need analysis) was conducted, so as to know

client requirements in detail.

2. The participants needs, stress related issues and their expectations

were scrutinized

3. The stress management module was customized according to

client needs and requirements

4. The training was then conducted at Client location.

5. A Post training evaluation was done using certain tools and also a

meeting was conducted with the participants so to know their

progress . Personal feedback, guidance and counseling was

provided to the participants.

POST TRAINING REPORT OF EICHER TRACTORS

The programme was well appreciated and all the participants had a great

learning experience. The duration of the programme was 2 days. The

participants comprised of sales executives to sales managers. There were

several internal official matters like poor promotional and reward

strategies, improper management system that was causing them acute

stress. And also lack of delegation and organizing skills. The feedback

score was arnd 5 and 4.;5 –excellent and 4-very good.

Page 19: Internship Report Istd

MANAGING WAIT (Catch 1 and 2)

This programme was conducted for Honda Siel cars India in Mumbai,

Ahmedabad and Pune, mainly for all the sales executives and managers

who directly dealt with the customers, training them on how to manage

the waiting period between the new launch and the test drive, as the

customers could go for a test drive 2-3 months after the launch.

OBJECTIVES

1. Understand the unique situation today due to the New Honda City

launch.

2. Distinguish between the expectations of a Honda customers vs

other customers.

3. Recognize the importance of handling wait.

4. Applying useful techniques to lessen the pain; add to the pleasure

in waiting situations.

COURSE CONTENTS

1. Understand the wait situation between the launch and the test drive.

2. Meeting rational and emotional needs of the customers.

3. Making the wait pleasurable.

4. Importance of Active listening, empathy, rapport-building and trust

5. Dealing with irate and difficult customers

Page 20: Internship Report Istd

TRAINING METHODOLOGIES

1. Lecture

2. Exercise

3. Group discussions

4. Roleplays

5. Short videos

DURATION 1 Day

TRAINING PROCESS

1. A TNA (Training need analysis) was conducted, so as to know

client requirements in detail.

2. The participants needs and expectations were scrutinized

3. The Honda(Managing wait module was customized according to

client needs and requirements

4. The training was then conducted at Client location.

5. A Post training evaluation was done using certain tools and also a

meeting was conducted with the participants so to know their

Page 21: Internship Report Istd

progress. Personal feedback, guidance and counseling was

provided to the participants.

POST TRAINING REPORT OF HONDA SIEL CARS INDIA

The programme was well-appreciated and the participants were

interactive and participative The duration of the programme was 1 day.

All the sales executives and sales managers attended the programme. The

feedback score varied from 5, 4 and 3 out of 5.5-excellent, 4-very good,

3-good.

Page 22: Internship Report Istd

COMMUNICATION SKILLS TRAINING PROGRAMME

This programme was conducted for Hellman in Mumbai.

Page 23: Internship Report Istd

OBJECTIVES

1. The participants will learn the important elements and techniques of

communication.

2. The participants will learn how to communicate assertively.

3. The participants will learn how to plan their message and how to

deliver their message confidently, using appropriate body language.

4. The participants will learn how to effectively communicate their

message to the receiver in different situations.

5. The participants will learn how to earn the trust and appreciation of

the client

6. The participants will learn how to develop trust, cordial relations

through good interpersonal communication skills.

Page 24: Internship Report Istd

TRAINING METHODOLOGY

1. Exercises

2. Roleplays

3. Group discussions

4. Lecture

5. Case study

6. Powerpoint presentation

DURATION 1 Day

Page 25: Internship Report Istd

CONTENTS

1. Effective communication 2. Communication dynamics 3. Interpersonal skills 4. The Art of Delegation 5. How to communicate negative feedback 6. How to communicate ideas 7. Constructive criticism 8. Communicating to give effective praise 9. Skills for successful meetings 10. Offering effective apology 11. Turn Agressive and Negative Communication into Positive,

Productive collaboration 12. Use the BEAT model to create collaboration 13. How to handle arguments in an appropriate manner 14. Communicating to coach 15. Communicating to boost morale 16. Self-communication 17. Managing difficult conversations 18. Overcoming cultural boundaries to communication

How to communicate during crisis? How to handle conflicts How to interact with the foreign clients How to earn the client’s trust and appreciation? Tips on how to communicate with the foreign clients using various modes like: - Face to face - Emails- Telephonic- Conference call- Video conferencing- Chat

Page 26: Internship Report Istd

19. How to deal with difficult customers 20. Assertive communication 21. Various models of communication

TRAINING PROCESS

1. A TNA (Training need analysis) was conducted, so as to know

client requirements in detail.

2. The participants needs and expectations were scrutinized

3. The communication and presentation skills module was

customized according to client needs and requirements.

4. The training was then conducted at Client location.

5. A Post training evaluation was done using certain tools and also a

meeting was conducted with the participants so to know their

progress . Personal feedback, guidance and counseling was

provided to the participants.

Page 27: Internship Report Istd

POST TRAINING REPORT OF HELLMAN

The programme was liked by all the participants and the participants were

participative, interative and open. The participants were finance

managers, Human resource managers and operational managers. The

duration of the programme was 1 day. The feedback score varied

between 5 and 4. 5-excellent and 4- very good.

Page 28: Internship Report Istd

TRAINING EVALUATION REPORT OF WIPRO TECHNOLOGIES ON CUSTOMER SERVICE EXCELLENCE

Rating of the course

Parameter 5= Very good

4=Good 3=Fair 2= Poor 1= Very poor

Overall rating of the course

5 4 3 2 1

Sequencing of topics

5 4 3 2 1

Clarity and depth of course material

5 4 3 2 1

Faculty Name : SupriyaCommunication skills

5 4 3 2 1

Level of preparation

5 4 3 2 1

Response to your queries

5 4 3 2 1

Training methodology

5 4 3 2 1

Page 29: Internship Report Istd

TRAINING FEEDBACK

How well were the course objectives met vis-avis expectations?

A It has met the overall expectations

What did you like most about the course?

A The activities- Roleplays , the lecture. and infact everything

What were the problems faced by you in the course?

A Nothing

Any suggestions to make this more effective in future?

A Keep this kind of a training atleast 4 times in a month.

Any other comments

A Excellent

What were the 3 major learnings from the course?

A 1. Resolving Customer problems using win-win approach.

2 Importance of Customer feedback

3 How to achieve customer excellence

Page 30: Internship Report Istd

CASE STUDY -1

This short case study shows how even simplest misunderstandings

between cultures can affect relationships, and even cause suspicion

and mistrust.

James writes:

Several years ago, I trained an Italian woman, a lawyer, who had

recently begun a one-year secondment at her bank’s branch in the city

of London. On the first day I asked her how she got on with her

British colleagues. She was fairly non-commital, and said “OK”

By the middle of the week, she had opened up completely, and over

lunch confesses that she was having a really hard time with her

colleagues. “I’m very open with them, and I’ve told them about

myself, but I get nothing back. Why are the British so closed and

unfriendly? I don’t think they like me, and I’m having problems

working with them. As a trainer who has worked with Italians for

many years, I understood where the problem lay.

On our return to the training room, I suggested we enact a typical

conversation between her and her colleagues. She agrees, and began

talking. After 10mins of speaking about herself, while I sat in silence,

Page 31: Internship Report Istd

I Stopped her. Her immediate reaction was :”This is exactly what

happens. I talk, and my colleagues say nothing. Why are you so cold?”

I explained that English is like a game of ping-pong. We communicate

in short exchanges, largely through asking questions, and giving our

counterpart time and space to respond. Ping: I ask you a question.

Pong: You respond or ask me one back. We are not comfortable with

long statements: we get bored and we find it difficult to interrupt,

because in British culture it is not very polite. In the British context,

we ask questions to show interest and to establish a relationship.

People who talk about themselves are seen as egotistical.

For Italians, on the other hand, communication is a series of

statements, where the listener is free to interrupt with their point of

view or information. To show you are open and willing to establish a

good relationship with your listener, you give a lot of details about

yourself. Some who asks too many questions before the relationship

has been cemented is viewed with suspicion.. I discussed all this with

the Italian lawyer, and suggested she try to adapt her style when she

went back to the office. I recommended asking lots of questions to

show interest, and to limit what she told them; instead wait until they

asked her.

She agreed to do this, and two weeks later came back on a follow-up

day of training. She bounced into the training room, a completely

different person. “I have made the breakthrough,” she said. “I have

tried asking lots of questions, and it really works. They seem to be

much more comfortable with me, and have really opened up to me.

Page 32: Internship Report Istd

We are getting on really well now, and I’m making friends with my

colleagues”.

Questions

1. Why was the Italian woman having a hard time with her

colleagues?

A. The Italian woman found the British to be very closed and

unfriendly.The basic problem lied in her communicating style and

cultural differences, due to which she only spoke about herself,

which was seen as being egotistical in the British culture. In the

British context, we ask questions to show interest and to establish a

relationship. For Italians, on the other hand, communication is a

series of statements, where the listener is free to interrupt with their

point of view or information and here, someone who asks too many

questions before the relationship is viewed with suspicion.

2. What can we learn from the above case?

A. We can understand that, what is normal to you in your home

culture, may not be normal when you do business with a different

culture. Secondly, it is essential to learn how people from other

cultures communicate, and to adapt your style as far as you can,

when you are communicating in a different culture, while still

being true to your self and your values. There was no suggestion

that she try to become British, but to become a bit of chameleon

Page 33: Internship Report Istd

when working in England, and to use equally the communication

style that the British feel comfortable with.

Case study- 2

It was 9.30am- when 2 trucks brought some large crates to the

assembly shop. Everyone saw the truck crew unloading the boxes

quickly, leave them piled near the gate of the stores dept and drive

away. Mohan, a worker, watched and approached the foreman and

pointed to the boxes. The foreman stopped, shrugged his shoulders

and walked away.

Mohan came across another worker who asked: “ What’s in the

boxes?” “I don’t know”, was the reply, “and the foremen doesn’t

know either or atleast, he doesn’t want to tell me.”

Mohan went over his work but continued to wonder: “What could be

in those boxes? Andwhy does no the foreman want to teall us? Maybe

it is new machines…say, that’s probably what is, those new automatic

machines. All you have to do is push the button and the machine will

do the rest. There wont be many jobs in the assembly shop if these

machines are installed”;

Mohan became nervous. He got up and went over to the water cooler

where two other workers were gossiping: “The foreman doen’t want

to tell us what’s in those crates because it is new automatic machinery.

That will mean fewer jobs for us. “Mohan saw fear and anger creep

across the worker’s ffaces.

Page 34: Internship Report Istd

Words spread like wildfire. Soon no one was working, all were talking

and their voices grew angrier and angrier. Finally, a worker stood on

his bench and shouted, “If this is the way the management treats us,

then lets teach them a lesson. If they fire us, we’ll fire the boxes”. Just

then the superintendent came running and stood in the middle of the

men. “what’s the matter? What happened?

“You are trying to replace us with new machines”

“what new machinery?”

“ The new machinery in those boxes”

“Oh my God! That’s the equipment for our new plant. We ‘re only

keeping these here for a few days”. Everyone looked very foolish and

tempers quickly cooled. “You should have told us” one man

dejectedly. Mohan quietly slipped away.

Page 35: Internship Report Istd

Questions

1. What is the problem in this case?

A. There was miscommunication between the management, workers

and Mohan which led to improper management, communication

gap and poor coordination between the workers.

2. Who is responsible for this episode?

A. The management is responsible for this episode, since they haven’t

trained the workers properly and also not given proper instructions

to handle their respective tasks which has led to miscommunication

between Mohan, management and the workers.

3. Do you feel that the workers would have not agitated if there

were 2 way communication between the management and the

workers?

A. I feel the workers would not agitate if there was 2 way

communication between management and workers & also if they

were properly trained and instructed carefully, the question of

miscommunication wouldn’t have arised.