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7/30/2019 Project in T&D of Almas BLACK
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REPORT OF INDUSTRIAL TRAINING
On
TRAINING & DEVELOPMENT
TATA MOTORS LTD. Jamshedpur
Submitted By
ALMAS SHAZLI
MBA (3rd Semester)
PROJECT DURATION : 05TH JUL TO 4TH AUG
KISHAN INSTITUTE OF
INFORMATION TECHNOLOGYDELHI ROAD, MEERUT
Under esteemed guidance of
Mr. Rajive Ranjan
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(HR of Training Department)
ACKNOWLEDGEMENT
It is with due respect and profound pleasure that I
acknowledge the keen personal interest and invaluable
guidance rendered by my project guides
Mr. Rajive Ranjan who helped me a lot in completing
the project successfully by their valuable guidance
throughout the training session.
Last but not least I would like to thank
Mr. shudhanshu pardhy and all employees andofficers of the shop floor who helped me directly or
indirectly in the completion of my Project Report.
It is really a matter of great pleasure to
acknowledge the invaluable guidance, enormous
assistance and excellent co-operation extend to mefrom Training Department, TATA MOTORS,
JAMSHEDPUR, in completion of my project
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CERTIFICATE
This is to certify that ALMAS SHAZLI of MASTER
IN BUSINESS ADMINISTRATION, KISHAN INSTITUTE
OF INFORMATION TECHNOLOGY, DELHI ROAD,
MEERUT has successfully completed his summer
training during the period 4th JUL TO 5th Aug, 2012 on
the topic assigned:
TRAINING & DEVELOPMENT
His performance and conduct was good
throughout the training period. The project assigned to
him was successfully completed within the stipulated
period of 4 weeks.
I wish him success in all his future endeavors.
Rajive Ranjan
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HR of Training Department
CONTENTS
CHAPTER 1
INTRODUCTION
OBJECTIVES OF THE STUDY
CHAPTER 2
TRIBUTE TO THE FOUNDER
COMPANY PROFILE
CHAPTER 3
INTRODUCTION OF TRAINING AND DEVELOPMENT
OBJECTIVES AND SIGNIFICANCE OF T&D
CHAPTER 4
TRAINING PROCESS DEVELOPMENT PROCESS
KINDS OF TRAINING
CHAPTER 5
NEED OF TRAINING
TRAINING NEED IDENTIFICATION
IDENTIFICATIONOF TRAINING NEEDS
BENEFITS OF IDENTIFYING TRAINING NEEDS
THE PROCESS OF DESIGNING AND DELIVERING
TRAINING
TRAINING EFFECTIVENESS:
HOW TO MEASURE TRAINING EFFECTIVENESS
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CONCLUSION
BIBLIOGRAPHY
INTRODUCTION
Human resource Development is a set of systematic
and planned activities designed by an organization to
provide its members with the necessary skills to meet
current and future job demands.
Management has two important components: theory
and practice. During the two years managementcourse, we have to understand, feel and experience
both the components. As a part of practical exposure,
we got the golden opportunity to undergo the summer
training in Tata Motors, JSR a leading name in the area
of automobiles
We would like to highlight that it was a wonderful
learning experience and we came to know many thingsabout the HR activities of Tata Motors, Jamshedpur.
Tata Motors is very much responsive to meet the
requirements of the employees & to cater to the needs
of employees of Tata Motors, Jamshedpur.
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OBJECTIVES OF THE STUDY
To identify training needs and to evaluate
effectiveness of training with the help of
prioritization of skills based on individual officers
training data analysis.
To identify the trainees under skill prioritizationbased upon the training needs identification.
Assigning the experts on the basis of the skills or
programs based on the current report.
Identification of the other in-house trainers for
training.
To identify the subjects on which the training will
be imparted.
To identify the faculty who could impart the
training on the identified subjects skill.
Training Need identification
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TRIBUTE TO THE FOUNDER
JAMSHEDJI NASARWANJI TATA
Jamshedji: Tata, after whose name the city
of Jamshedpur lies, was one of the Pioneers who built
the modern India with its Economic and Industrial
character. Had he been merely a frontline Industrialist
his place in the history of India would never be so high.
He not only established the foundation of Industrial
India but also gave a vision for Industrial revolution and
progress. He generated the philosophy to take Indias
modern economic rule from the medieval economic
system. His industrial philosophy was a unique and
superb combination of the scientific vision of an
economist, the skill of a trader, effective management
and the wisdom and generosity of a true nationalist. He
earned abundant money from his ventures and he spentequally large money for the benefit of his employees as
well as his countrymen.
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The institutions established on the strength of the
generous donations from Jamshedji Tata and his
families are like the fountains of fragrance.
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COMPANY PROFILE
Tata Motors history dates back to 1945.Established to manufacture steam locomotives at
Jamshedpur, the Company entered into the
manufacture of Medium Commercial Vehicles in 1954 in
collaboration with Mercedes Benz. The collaboration
ended in 1969 but by then the Company had acquired
skills in designing and developing commercial vehicles
on its own. At that time domestic market was highly
protected and there were strict regimes and controlson all imports of machines, equipment and technology.
The company embarked on a self sufficient drive and
evolved into a vertically integrated commercial
vehicles manufacturing unit with its own captive forge
shop, foundry, and a unique Machine Building facility
where assortment of machines (for manufacture of
engines) and equipment (painting equipment &
furnaces) were manufactured.
1970s-90s -The growing volumes and the need to
increase capabilities saw the company put up its
second manufacturing plant at Pune. An Engineering
Research Centre (ERC) was also set up at Pune to
design future products.
The 90s This was to be the most eventful decade
for the company. This was the era of liberalization and
the economy started opening up to foreign entrants.
The company opened a third plant at Lucknow, started
separating some of its non-core activities, ventured
into passenger cars, entered into joint collaborations
with world class technology partners like Cummins (for
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engines), Holset (for turbochargers) etc. The domestic
market for commercial vehicles also saw a boom and in
1996-97 reached a record peak of 1,55,000 vehicles
with record sales and turnover of Rs. 10,000 crores.
Ambitious plans were drawn to double this turnover in
3 years. Huge investments were made towards
capacity expansion and the company also decided to
enter the passenger car segment in a big way and
additional investments were made towards this. With
plunging volumes in the CV segment and the initial
hiccups in the passenger car foray, the company closed
the decade with a crippling Rs.500 Crores (~100M USD)loss in the financial year.
2000-01. the industry and critics wrote the
company off as a failure. Faced with the daunting
prospect of buckling under, CVBU decided to fight back
and formulated a Three-phase strategic direction
strategy and in just two years turned around the
company - one source of pride is that we achieved this
turnaround with existing leadership team. Theevolutionary strategy is in the third phase today and
CVBU has ended this year with
Sales and turnover at new high.
Enhanced market share.
Successful launch of new products.
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A REVIEW OF THE VARIOUS
DIVISIONS OF TATA MOTORS
TRUCK DIVISION: - The division is the place where
the final chassis of the automobile gets
assembled. This is fed by divisions like the Engine
Division with aggregates of engine, axles, steering
and gearbox and also the forge division, which
supplies the spring leaves for mounting axles on
the chassis.
ENGINE DIVISION: - Engine Division is involved in
manufacture of engine. Raw materials to this
division come in the form of castings like the
cylinder head, block, clutch housing, or forging like
crankshaft, con rods.
TML DRIVELINES LTD. (AXLE) :- Axle unit islocated partially in the inner and partially outer
complex. The manufacturing activities of the front
and rear axle, pad hole drilling are the most
critical operations performed in the axle.
TML DRIVELINES LTD. (Transmission) :- The
Transmission unit is entirely located inside the
inner complex just besides the Engine Division.The manufacturing activities of Gear Boxes
involves numerous machining and assembly job
with zero defect and high quality components.
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Telco Construction Equipment Co. Ltd. (TELCON):-
Excavators division has started making of
mechanical excavators and cranes in collaboration
with M/s Harnischfeger Crop. (USA).The
manufacturing facilities include fabrication
facilities typically carbon dioxide welding, are
available for fabrication of the frame, car-body,
book etc. of the excavators.
GROWTH AND MACHINE BUILDING:- Growth and
machine building division takes care of theinfrastructure growth oriented facilities from
making of jigs and fixtures, press tool to new
machines, cranes, washing machines, conveyors
etc. all come under the purview of G & MB.
ENGINEERING SERVICES DIVISION:- The support
services of all manufacturing shops in terms of
providing electricity,compressed air, airconditioning, industrial gases etc. are the function
of ESD.
GROWTH AND MACHINE BUILDING:- Growth and
machine building division takes care of the
infrastructure growth oriented facilities from
making of jigs and fixtures, press tool to new
machines, cranes, washing machines, conveyors
etc.
ENGINEERING SERVICES DIVISION:- The support
services of all manufacturing shops in terms of
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providing electricity, compressed air, air
conditioning, industrial gases etc. function of
AWARDS WON BY TATA MOTORS
Tata Motors was awarded the 'Golden Peacock
Environment Management Award 2003' in the
category of 'large manufacturing' by the World
Environment Foundation, New Delhi
Tata Motors won the Jamnalal Baja Uchit
Vyavahar Puraskar 2003 for fair business practices
in the 'manufacturer - large' category, conferred by
the Council for Fair Business Practices.
The commercial vehicle business unit of Tata
Motors was presented a commendation certificate
for 'Strong commitment to TQM' for the year 2003.
The ICICI Bank and Overdrive Awards, 2003, voted
Tata Indigo as the most exciting new car of the
year.
The Tata Indigo was adjudged the 'best value for
money car' at the prestigious CNBC Auto Car Auto
Awards 2003.
The Indian Merchants Chamber Diamond Jubilee
Endowment Trust Award, 2002, presented Tata
Motors with the 'industry and technology award'.
Tata Indica won the voice of the customer award
for best diesel small car at NFO Automotive India,
2002. Tata Motors, Jamshedpur, won the prestigious
'Prof. Vasant Rao rolling trophy', instituted by the
Indian Value Engineering Society, for 2002 in the
area of value engineering.
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PRODUCTSThe companys main product lines are:
.
TATA PRIMA:
TATA released new world class truck in the Auto
Expo 2010. Prima, the Cutting Edge Heavy Duty Truck
with Cummins Engine. Prima can carry approximately40 to 70 tonnes goods in its bag. Tata Motors claimed
that Prima trucks can generate a maximum of 560 bhp.
TATA ARMY VECHILES:
Tata Motors has been a strategic partner of the
Indian Armed Forces from as early on as 1958. Since
then, our mobility-solutions portfolio has grown from
strength to strength to include all classes from light to
heavy vehicles across the entire defense, paramilitary
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and police mobility spectrum. Today, Tata Motors
proudly partners in enhancing defense.
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INTRODUCTION OF TRAINING
AND DEVELOPMENT
Training and Development is anyattempt to improve current or futureemployee performance by increasing anemployees ability to perform throughlearning, usually by changing theemployees attitude or increasing his or
her skills and knowledge.
In the field of human resource management
training and development is the field concerned with
organizational activity aimed at bettering the
performance of individuals and groups in organizational
settings. It has been known by several names including
employee development, human resource development
and learning and development.
Training and development encompasses three
main activities: training, education and development.
TRAINING This activity is both focused upon and
evaluated against the job that an individual currently
holds.
EDUCATION This activity focuses upon the jobs that
an individual may potentially hold in future and is
evaluated against those jobs.
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DEVELOPMENT This activity focuses upon the activity
that the organizational employing the individual is part
of, May is almost impossible to evaluate.
OBJECTIVES AND SIGNIFICANCE OFTRAINING & DEVELOPMENT
Objective:
Individual objectives.
Organizational objectives. Functional objectives.
Societal objectives.
SIGNIFICANCE:
Optimum utilization of human resources. Development of human resources.
Development of skills of employees.
Productivity.
Team spirit.
Organizational culture.
Organizational climate.
Quality.
Healthy work environment.
Health and safety.
Morale.
Profitability.
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TRAINING PROCESS
Training
Validit
TransferValidit
Needs Assessmenta) Organization
Supportb) OrganizationalAnalysis
c) Tasks and KSA
Instructional
Ob ectives
Development of
Criteria
Selection andDesign of
InstructionalPrograms
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Training
Use of
EvaluationModels
InterorganizationaValidity
InterorganizationaValidit
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DEVELOPMENT PROCESS
Competitive Environment
Organizational
Organizational
Identifying
Training Needs
Annual Training
Conduct of Training
Review of Training
Stage-1
Stage-2
Competency
Stage-3Internal
Training
Programmers.
External
Training
Programmers.
Customized
Training
Programmers.
CareerPlanning
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KINDS OF TRAINING
Training imparted to the employees is either on the job
or it is off the job.
On the job training is one where an
employee undergoes training at his workplace itself.
In an off the job training an employee
goes through special classes or is attended by a trainer
for the purpose.
These trainings are classified into the following
ON THE JOB
Job Instruction
Training
OFF THE JOB
Lecture
Audiovisual-BaseTraining
Computer-Base
Training
Case Study
Method
Management
Game
Outside Seminar
Role Playing
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NEEDS OF TRAINING
To develop the skills, knowledge and techniques of
an employee to meet the job and organization
requirements such as higher productivity,
increased efficiency in operation, a safe and
harmonious working environment.
To assist employees to function more effectively in
their present position by exposing them to the
latest concepts, information and techniques anddeveloping the skills they will needing their
respective fields.
To develop the potentialities of employees for the
next level of job.
To promote individual and collective morale, a
sense of responsibility, cooperative attitudes andhealthy relationships.
To impart the basic knowledge and skills that the
new entrants need for an intelligent performance
of a specific job.
To build-up a second line of competent officers
and prepare them to occupy more responsible
positions.
To ensure economical output of required quality.
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Training Need IdentificationTraining need identification is a tool utilized to identify
what education courses or activities should be
provided to employees to improve their work
productivity. Here the focus should be placed on needs
as opposed to desires of the employees for a
constructive outcome. In order to emphasize the
importance of training need identification we can focus
on the following areas:-
To pinpoint if training will make a difference inproductivity and the bottom line.
To decide what specific training each employee
needs and what will improve his or her job
performance.
Identifying Training needs/programs Forthe Organization.Organization Analysis: - An organization analysisexamines the organization as a whole. It includesinvestigation of internal and externalenvironments, mission, organizational structure,objectives, markets, customers, policies,procedures and interfaces within the organization.
Task Analysis: - The task analysis provides theinformation necessary to identify the specificcontent of the training programs for each job.
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Person Analysis: - The final phase involves theperson analysis, which determines who needstraining and what training is needed by eachperson.
IDENTIFICATION
OF
TRAINING NEEDS
Individual training needs identification:-
Performance appraisals
Interviews
Questionnaires
Attitude surveys
Training process feedback
Work sampling Rating scales
Group level training needs identification:-
Organizational goals and objectives
Personnel skills inventories
Organizational climate indices
Efficiency indices
Exit interviews
MBO/work planning systems
Quality circles
Customer satisfaction survey
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Analysis of current and anticipated changes
Benefits of identifying
Training needs
Trainers can be informed about the broader needs in
advance Perception gaps can be reduced between
employees and their supervisors. Trainers can design
course inputs closer to the specific needs of the
participants Diagnosis of causes of performance
deficiencies can be done
The following chart illustrates the process by which
determination of training needs is done
IS THERE A
NEED FOR
TRAINING
WHAT ARE THE ORGANISATIONASGOALS?
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The Process of Designing and
Delivering Training
WHAT TASK MUST BE COMPLETED TO
ACHIEVE its GOAL?
WHAT BEHAVIAR ARE NECESSARY
FOREACH JOB INCUMBENT TO
COMPLETE HIS/HER ARRANGED TASK
WHAT DEFICIENCIES, IF ANY DO THE
INCUMBENTS HAVE IN THE SKILL,KNOWLEDGES AND ABILITY REQUIRED
TO EXIBIT THE NECESSARY JOB
BEHAVIOR
Analyze
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Analyze:-
The first phase in the process is sizing up the
situation and assessing the needs. This doesnt require
an expensive, exhaustive written survey of all
prospective participants. You may not even have basic
contact information yet for the leaders you expect to
attend your training. But you still need to get some
information about the participants and their world. You
have to go on a fact-finding mission. This is sometimes
called the front-end analysis. You complete it before
Design
Develop
Implement
Evaluate
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you start putting the training together. Depending on
the situation, you may want to complete a system
analysis, needs analysis or task inventory.
Design:-The design phase involves building the skeleton
of your training. You are not yet developing the content
or the instructional materials. Adding the muscle and
skin comes later. The first priority is to determine what
you want to accomplish and make sure it addresses the
real needs by drafting a design document.The design document will include at least the
following information:
_ Title and time frame
_ Educational objectives
_ Outline of steps or content to be learned
_ Performance test
_ Cost estimate
Develop:-
The next phase is actually developing the instructor
lesson plans, the participant handouts and the media.
While you function as an architect in the design phase,
imagine your next role as a contractor in the developphasegathering all of the materials and building the
structure that will contain the training experience.
Be sure to consider:
Instructional setting
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Existing materials
Learning experiences
Supporting content
Instructor
Implement:-
In this phase, a skillful trainer engages the learners
and brings the curriculum to life. The participants gain
useful information and are able to do something that
makes a difference for their organization. Remember,
straight lecture is not the best way to teach adults.Rather, the trainer should be an instructor, guide,
coach or facilitator.
Evaluate:-
Evaluation actually occurs at every point along the
way: analysis, design, development, during
implementation and after implementation. Evaluation is
an ongoing process.
TRAINING EFFECTIVENESS
EVALUATING TRAINING EFFECTIVENESS:
One can easily generate a training program, but ifthe training program is not evaluated, any employee
training efforts can be rationalized. It has been
commonly observed that nearly half of all training
programs are not measured against any substantiate
outcome, like employee retention, satisfaction and
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productivity. Organizations invest huge amount of
money on the training of its employees and unless the
training is measured in a quantifiable variable, the
organization would not in fact come to know about the
impact of the training on its employees.
Trainings effectiveness depends upon a number of
factors, number of opportunities provided to utilize that
had been learnt, the availability of necessary
resources, etc.
Post-training performance method: in this the
participants performance, after attending atraining program is measured to determine if
behavioral changes have been made.
Pre-post-training performance method: in this a
participants performance is evaluated before
attending training and subsequently, his
performance, after he attends the training is
reevaluated and any kind of variation orimprovement in has performance is recorded.
How to Measure Training
Effectiveness
To measure training is one of the key components on
how a business will succeed. If a training program isproven to be effective, it will definitely yield to positive
results, perhaps more than what is desired by the
company. However, measuring the effectiveness of
training is one of the biggest challenges of firms today.
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Training in itself is expensive and adding more
components to it may not be a good idea in terms of
financial capacity.
What may help to reduces cost is to develop several
tools which may be classified under business
intelligence. These tools will help the company
evaluate training and consistently improve its
methodologies. This is critical since business needs
change. The environment and the type of people who
get in the company also change. So how does one
person measure the effectiveness of training in a
systematic way?Once the trainees go live on production on the floor or
operations, their performance will significantly impact
the overall achievement of the program. Lack of
training or poor training methodology always ends up
with employees not able to fulfill their jobs. Metrics
should be used to see how effective the training was. It
will not be wise say that a training curriculum is good
simply because the students or trainees passed theexam. What needs to be done is to check the metrics of
these employees and see if they are at par with the
expectations of the company.
Significantly, an in-depth analysis should be done here.
Data per employee should be available and this should
not be very difficult to obtain with the kind of
technology we have right now. These data will then
validate of the training was effective. Findings in the
analysis may say that there is a gap in the training
system and that there is a need to revamp the process
or the curriculum.
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Performance will significantly tell a lot about
training. This does not only concern product training
but also job orientation. Many employees out there do
not know how they should perform because they do not
know what is expected of them. Many employees break
the rules because they are not also aware of them. It is
therefore wise to terrain employees about the existing
policies of the company so they know what is
acceptable and not.
Another thing used to measure the effectiveness
of training is a performance alignment program. What
is needed here is to set the expectations of eachemployee in each department how they will be
measured. This sets precedence and makes each
employee aware why and what the training was for. It
is also generally advised to have a weekly or monthly
product knowledge check balance. This may also be
done through exams to see if the employees retained
what they have learned. This may also be done through
actual applications and see if what have been taught isstill being applied.
CONCLUSION
This project work was carried out to study
the training and development process of the company.
This was a project carried on with the purpose of
studying or identifying the various training needs of
individual employees in view to the departmental and
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organizational needs. Then further proceeding with the
preparation or a design structure of training calendar
of employees and a training schedule of the training
centers providing training. Finally ends with the
imparting of the training and feedbacks on the
effectiveness of the imparted training.
It was a wonderful experience for me
working in this organization and has helped me in
enhancing my skills and it has also broadened my
horizons by having a proper knowledge of the workgoing in a private sector company. I hope this would
prove to be fruitful for me in near future and help me in
the long run.
Bibliography
REFERENCE BOOKS:
Gary Dessler.
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C.R. Kothari.
ASHWATHAPPA.
C.B MAMORIA.
T.V. Rao.
WEBSITES:
www.google.com
www.wikipedia.com
www.tatamotors.com
www.hr.com
www.citehr.com
www.hvaxles.com
www.mewsuspension.com
Training methods are categorized into two groups-
{I) on-the-job and(ii) off-the-job methods.
On-the-job methods refer to methods that are applied in the workplace, whilethe employee is actually working. Off-the-job methods are used away fromworkplaces.
Training techniques represent the medium of imparting skills and knowledgeto employees. Obviously, training techniques are the means employed in thetraining methods. Among the most commonly used techniques are lectures,films, audio cassettes, case studies, role playing, video-tapes andsimulations.
http://www.google.com/http://www.wikipedia.com/http://www.tatamotors.com/http://www.hr.com/http://www.citehr.com/http://www.hvaxles.com/http://www.mewsuspension.com/http://www.google.com/http://www.wikipedia.com/http://www.tatamotors.com/http://www.hr.com/http://www.citehr.com/http://www.hvaxles.com/http://www.mewsuspension.com/7/30/2019 Project in T&D of Almas BLACK
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On the job Training (OJT)
Majority of industrial training is of the on-the-job training type. OJT isconducted at the work site and in the context of the job. Often, it is informal,as when an experienced worker shows a trainee how to perform the job
tasks.OJT has advantages. It is the most effective method as the trainee learns byexperience, making him or her highly competent. Further, the method isleast expensive since no formal training is organized. The trainee is highlymotivated to learn he or she is aware of the fact that his or her success onthe job depends on the training received. Finally, the training is free from anartificial situation of a classroom. This contributes to the effectiveness of theprogramme. OJT suffers form certain demerits as well. The experiencedemployee may lack experience or inclination to train the juniors. The trainingprogramme itself is not systematically organized. In addition, a poorlyconducted OJT programme is likely. to create safety hazards, result indamaged products or materials, and bring unnecessary stress to the
trainees.
OJT is conducted at the work site and in the context of the job. It is, muchtime, informal. An experienced worker shows a trainee how to work on the
job.
Off the job Training
Off-the-job development insufficient for the total development ofexecutive of any organization. This gap can be bridge by adopting off-the-jobdevelopment technique. In an off the job training an employee goes throughspecial classes or is attended by a trainer for the purpose.