SONALI'S DOCUMENT1

8/7/2019 SONALI'S DOCUMENT1.

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CERTIFICATE

THIS IS TO CERTIFY THAT, SONALI G. PATEL , ROLL NO : 44 , STUDENT

OF POST GRADUATION DIPLOMA IN BUSINESS MANAGEMENT AT

BHARTIYA VIDHYA BHAVANCE (COLLEGE OF COMMUNICATION AND

MANAGEMENT) HAS BEEN WORKING UNDER MY GUIDANCE FOR HER

PROJECT ON,

TRAINING AND DEVELOPMENT IN FAG

SHE HAS BEEN EXECLLENT RESEARCHER AND VERY SINCERE IN HER

EFFORT. THE WORK SHE HAS SUBMITTED HER OWN.

GUIDE

MRS NANDA DAVE.


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PREFACE

Diploma in business management is one year part time diploma course, run by

the Bhavans Rajendra Prasad institute of communication and management.

This course along with theoretical knowledge provides opportunity to get

practical exposure with the help of this methodology. For that, they have to

visit an industry and get Information, which will help them in future.

This project report was carried out in FAG India Pvt. Ltd. which specializes in

production of bearings to different sector of industry in India as well as

Abroad. In 1997, FAG Bearing India Limited set up the countrys first 100%

EOU for bearings.

As the company has large customer base with various different product range

available FAG India Is the Best training Center in the industry.


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ACKNOWLEDGEMENT

I Am grateful to FAG for giving me the opportunity to undertake this study. I

express my sincere Gratitude to Mrs. NANDA DAVE for being considerable

and for Spearing their valuable time.

I deeply thankful to Mr. JAYAPRAKASH NAIR. The Executive of Training

Centre for their valuable suggestions which help me to overcome the

challenges faced during my study. A successful accomplishment of this study

would not have been possible without the support of them. I am also thankful

to the office staff of the FAG that provides me such a good co-operation.

Last but not least, I thank for the support given by my family, friends and

other faculty members of the institute. Without whom this project report

would never have reached its end stage.


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INDEX

1. COMPANY PROFILE

2. HR DEPARTMENT ACTIVITIES

3. TRAINING AND DEVELOPMENT

4. OBSERVATION

5. SUGESSTION

6. CONCLUSION

7. ANNXETURE

8. BIBLOGRAPHY


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HR DEPARTMENT ACTIVITY

HRM is a management function that helps managers recruit, select, train and

develops members of an organization. Obviously personnel management isconcerned with peoples dimension in the organization.

Organizations are not mere bricks, motor, machinery or inventories. They are

people. It is the people who staff and manage organization.

HRM involves the application of management functions and principles. The

functions and principles are applied to acquisition, developing, maintaining

and remunerating employees in organization.

Decisions relating to employees must be integrated. Decisions on differentaspects of employees must be consistent with other human resource decisions.

Decisions made must influence the effectiveness of an organization.

Effectiveness of an organization must result in betterment of services to

customers in the form of high-quality products supplied at reasonable cost.

Thus HRM can be defined as:

It is concerned with the people dimension in management. Since everyorganization is made up of people, acquiring their service, developing their

skills, motivating them to higher levels of performance and ensuring that they

continue to maintain their commitment to the organization are essential to

achieving organizational objectives. This is true regardless of the type of

organization.

It can also be defined as the planning, organizing, directing, and controlling of

the procurement, development, compensation, integration, maintenance, and

separation of human resource to the end that individual, organizational, and

social objectives are accomplished.

In FAG the HR department is divided into three sub departments:

1. Personnel and Administration


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2. HRD and Training

3. Security and estate upkeep.

HR PHILOSOPHY OF FAG


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We strongly believe that

Our strength lies in our peopleAnd in their

Commitment, loyalty and ability

To serve the company

Both in prosperous

And adverse times.

Our employees are

Our greatest Asset

And our aim is to be

THE BEST BEARING PEOPLE

FAG GROUP HR POLICY

FAGs aim is to be competitive in a competent, confident and active manner

on an international scale. An essential basis for this is for them all to be open,


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constructive and trustworthy in co-operation with one another. A clearly

defined system of values, acceptable to all, supports their orientation and the

consistent pursuit of our maximum. This applies in particular to their human

resources policy. It conveys a common basic attitude and is the basis for ourdealings with each other from day to day.

With the above in mind, the policy becomes a convincing component of

success. Thus the top executives and employees like are all committed to

orientating themselves by these principles and to taking them as a standard for

their thoughts and dealings.

STAFF :-

The staffs qualification, commitment, creativity and Achievement representcore competence of the company and are its potential success.

They are permanently promoting their staffs professional, personal, and

social capabilities as well as their flexibility. World-wide mobility is a

constituent part of the personnel policy of our international Group. FAG

support both equal opportunities and the free development of personality.

They vehemently reject diverse forms of treatment due to descent, nationality,

religion, origin or gender.

STAFF AND PERFORMANCE ORIENTATION

It is their wish in the long term to be a successful competitive company on an

international level. Their aims thus constitute constant high-rate contribution

to innovation and performance by committed and content employees who

develop both themselves and the company future.


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FAG offer fair pay and incentives taking into consideration the type of tasks,

experience performance and success of employees. A long-term commitment

to the company by professional staff is their aim. They oriented themselves by

economic success. Thus each and every member of staff has the task ofeffectively playing his or her role in increasing customer satisfaction,

productivity and corporate value.

PROMOTION AND DEVELOPMENT

As a learning company they are setting trends in the development of

personnel, they encourage the employees to act on their own initiative, bear

responsibility and provide their own ideas. They develop specific

competencies by furthering capabilities, providing assessment, incentive andpay systems as well as systematic and individual training and continuous

training courses.

Junior executives and talented staff are spotted on time and accompanied in

their development.

All employees can improve economic and personal success by accepting

ambitious challenges and availing of arising opportunities while receiving fair

pay.

Human resources development is the task of all executives and employees

alike. Personnel productivity and staff qualification are oriented towards the

best standards internationally.

MANAGEMENT AND COOPERATION

By their example, our senior executives contribute towards their employees

willingness to perform and to be successful. Competent management can be

seen in the transfer of responsibility and authority as well as in the

achievement of set targets. Performance, conduct and success can be assured


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and form the co-operation. Individual encouragement and support, mutual

respect, trust and efficient communication are just some examples.

Modern instruments of management assist in reaching goals and are the basis

for success. Top executives and employees work together in a constant effort

to improve procedure, products and services.

COMMUNICATION AND TEAMWORK

Communication in house and externally serves to make the companys

strategic aims and activities transparent and furthers the dialogue with

employees and public.

The employees are advised on time and in full of news concerning relevant

events and facts, the development of the company and the division as well as

the expectations being placed on them.

They encourage active team and group work as well as co-operation oriented

towards processes and goals in a corporate culture characterized by

performance, own responsibility, communication and trust.

INDUSTRIAL RELATIONS

The company is a productive and social system. Economic technical demands

as well as their employees interests are taken into consideration when

decisions are being made. The structure of industrial relations is based on the

fundamentals of legal, economic and corporate order.

Employment protection and industrial hygiene for the upkeep of health and

also environmental protection are all important matters of concern for which

the company and the staff are responsible.

They work constructively together with legitimate workers representatives

and democratic organizations.


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TRAININGTRAININGANDAND

DEVELOPMENTDEVELOPMENT


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INTRODUCTION OF TRAINING:

Successful candidates placed on the jobs need training to perform their duties

effectively. Workers must be trained to operate machines, reduce scrap

and avoid accidents. It is not only the workers who need training.

Supervisors, managers and executives also need to be developed in order to

enable them to grow and acquire action. Training and developmentconstitute an on going process in any organization.

In simple terms, training development refer to the imparting of specific skills,

abilities and knowledge to the employee. A formal definition of training and

development is, it is an attempt to improve current or future employee

performance by increasing an employees ability to perform through learning,

usually by changing the employees attitude or increasing his or her skills and

knowledge.


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DEFINITON OF TRAINING

According to EDWIN B. FLIPPO

Training is the Act of increasing the knowledge and skill of an employee for

doing a particular job.

According to R.C.Davis,

Training is a process of developing an understanding of some organized

body of facts, rules and methods.

The other definition of training is as follow :-

* Training is the process of developing skill, knowledge, and ability

of an employee, for a particular job.

* Training is an art of increasing the inner skill and knowledge of a

Worker in a doing a particular job.

Thus we can say that Training is a short term process. It uses a systematic

procedure by which non-managerial personnel get technical knowledge

and skills to perform particular job.

In short,

1. Training refers to instructions in technical and mechanical operations.2. It is designed primarily for non-managers.

3. It is a short-term process.

4. It is designed for a specific job-related purpose.


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3.2 NEED FOR TRAINING

Training and development refer to the imparting of specific skills, abilities

and knowledge to an employee. A formal definition of training and

development is.it is an attempt to improve current or future employee

performance by increasing an employees ability to perform through

learning. Usually by changing the employees attitude or increasing his or

her skills and knowledge. The need for training and development are

determined by the employees performance deficiency, computed asfollow:

Training and development need=

Standard performance Actual performance.

We can make a distinction among training, education and development.

Such distinction enables as to acquire a better perspective about the

meaning of the terms. Through training and education differ in nature and

orientation, they are complimentary. Efforts towards development oftendepend on personal drive and ambition.

The training need arises from following reasons.

1. An increased use of technology in production.

2. Labor turnover arising from normal separation of employees due to

death, physical incapacity, retirements.

3. To train inexperienced, new or badly workers.

4. To train the existing employees, for the new methods, new techniques

and sophisticated tools and equipments.

5. To enable the employees to work on more effective manner with lesssupervision.

6. To reduce the wastage and spoilage of raw materials and to produce

better quality of goods.

7. To reduce grievances and to minimize accidents.

8. To provide opportunity for the growth of employees and to raise their

morale.


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9. To provide stability and flexibility in the organization.

NEED ASSESSMENT

PERFORMANC

E

DEFICIENCY

LACK OF SKILL

AND

KNOWLEDGE

OTHER CASES

NON-TRAINING

MEASURES

TRAINING


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3.3 TRAINING INPUTS

Any training and development program must contain inputs which enable the

participants to gain skill, learn theoretical concepts and help acquire vision to

look into distant future. In addition to these, there is a need to impart ethical

orientation, emphasize on attitudinal changes and stress upon decision making

problem solving abilities.

Skills

Training is imparting skills to employees. A worker needs skills to operate

machines, and use other equipment with least damage and scrap.

Education

The purpose of education is to teach theoretical concepts and develop a sense

of reasoning and judgment. That any training and development program must

contain an element of education is well understood by HR specialists. Any

such program has university professors as resource persons to enlighten

participants about theoretical knowledge of the topics proposed to be

discussed. In fact, organizations depute or encourage employees to do courses

on a part-time basis. Chief executive officers are known to attend refresher

courses conducted by business school.

Development

Another component of training and development program is developed whichis less skill-oriented but stresses on knowledge.

Knowledge about business environment, management principles and

techniques, human relations, specific industry analysis and the like is useful

for better management of a company.


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Ethics

There is a need for imparting greater ethical orientation to a training and

development program. There is a denial of the fact that the ethics are largely

ignored in business. Unethical practices bound in marketing finance and

production functions in an organization. They are less seen and talked about in

personnel functions. This doesnt mean that HR manager is absolves of the

responsibility. If the production, finance or marketing personnel indulge in

unethical practices the fault rests on the HR manager. It is his/her duty to

enlighten all the employees in the organization about the need for ethicalbehavior.

Attitudinal changes

Attitude represent as the feelings and beliefs of individuals towards others.

Attitudes affect motivation, satisfaction and job commitment. Negative

attitudes need to be converted into positive attitudes. Changing negative

attitudes is difficult because:

1) Employees refuse to change

2) They have prior commitments

3) Information need to change attitudes may not be sufficient.

Decision making and problem solving skills

Decision making and problem solving skills focus on methods and techniquesfor making organizational decision and solving work-related problems.

Learning related to decision-making and problem solving skills seeks to

improve trainees abilities to defer and structure problems, collect and analyze

information, generate alternative solutions and make optimal decision among

alternatives. Training of this type is typically provided to potential managers,

supervisors and professionals.


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3.4 IMPORTANCE OF TRAINING AND DEVELOPMENT

3.4.1 HOW TRAINING BENEFITS THE ORGANISATIONThe training and development programs help remove performance

deficiencies in employees. This is particularly true when:-

The deficiency is caused by a lack of ability rather then a lack of Motivationto perform.

The individual[s] involved have the aptitude and motivation need to learn to

do the job better.

Supervisors and peers are supportive of the desired behavior.

The benefits to Employee training are:-

1. Leads to improved profitability and / or more positive attitudestowards profit orientation.

2. Improves the job knowledge and skills at all levels in the

Organization.

3. Improves the moral of the workforce.

4. Helps people identify with organizational goals.

5. Helps create a better corporate image.

6. Improves relationship between boss and subordinate.

7. Aids in organizational development.

8. Learns from the trainee.


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9. Helps prepare guideline for work

10.Aids in understanding and carrying out organizational policies.11.Provides information for future needs in all areas of the

Organization.

12. Organization gets more effective decision making and problem

Solving skills.

13.Aids in promotion from within

14.Aids in increasing productivity or quality of work.

15. Helps keep costs down in many areas e.g. Production, personnel,

Administration etc.

16.Develops a sense of responsibility to the organization for being

Competent and knowledgeable.

17. Improves labor-management relations.

18.Stimulates preventive management as opposed to putting out fires

19.Eliminates sub optional behavior [such as hiding tools]

20.Creates an appropriate climate for growth, communication.

21.Aids in improving organization communication.

22.Helps employees adjust to change.

23.Aids in handling conflict, there by helping to prevent stress andTension.


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3.4.2 BENEFITS TO THE INDIVIDUAL WHICH IN TURN

ULTIMATELY SHOULD BENEFIT THE ORGANISATION

Helps the individual in making better decisions and effective

problem solving.

1. Through training and development, motivational variables of

Recognition, achievement, growth, responsibility and advancement are

internalized and operationalised.

2. Aids in encouraging and achieving self-development and self-Confidence.

3. Helps a person handle stress, tension, frustration and conflict.

4. Increases job satisfaction and recognition.

5. Moves a person towards personal goals while improving

Interactive skills.

6. Provides a trainee an avenue for growth and say in his or her own

Future.

7. Helps a person develop speaking and listening skills, also writing Skills

when exercises are required.

8. Helps eliminate fear in attempting new tasks.


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3.4.3 BENEFITS IN PERSONNEL AND HUMAN RELATIONS,

INTRAGROUP AND INTERGROUP RELATIONS AND POLICYIMPLEMENTATION

1. Improves communication between groups and individuals

2. Aids in orientation for new employees and those taking new jobs

through transfer or promotion.

3. Provides information on equal opportunity and affirmative action.

4. Provides information on other government laws and administrativePolicies.

5. Improves interpersonal skills.

6. Makes organizational policies, rules, and regulation viable.

7. Improves morale.

8. Builds cohesiveness in groups.

9. Provides a good climate for learning, growth, and co-ordination.

10. Makes the organization a better place to work and live.


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3.5 IMPORTANT STEPS IN A TRAINING PROCESS

ORGANISATIONALOBJECTIVES AND

STRATEGIES

IMPLEMENTATION

OF TRAINING

PROGRAM

EVALUATION

OF RESULTS

DEVISINGTRAINING

PROGRAM

ESTABLISHMENT

OF TRAININGGOALS

ASSESSMENT

OF TRAININGNEEDS


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FAG India has taken the training of its employees very seriously. It believes inachieving its objectives its objective by giving proper training to its

employees. It has got a training center. Which takes care of the training

requirements of its employees and gives proper training so as to help the

employees in achieving their targets and thus helping the company to achieve

its objectives and corporate goals.

The training center has got all the facilities required for the training. It has got

all the machinery that is use in the production units. It has a got a well

equipped library with books ranging from technical aspects to spiritualaspects. It has got a wide collection of 600 cassettes dealing with

management, technical and spiritual topics. The training center has got a

television, two VCR, one laptop, one projector and one OHP. It has got an air-

conditioned seminar hall, where various seminars are held every month.

The training center is managed under the guidance the HRD manager and he

has two executives and one assistant officer to help in carrying out the work in

the training center. Training in FAG includes the following activities.


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3.6 DIFFERENT METHODS OF TRAINING:

3.6.1 METHODS OF OPERATIVE TRAINING

A) ON THE JOB TRAINING

In this method, the worker learns on the actual job situation under

the supervision of his immediate boss.

Here, employee is placed on the job and he is told how to perform

it.

It is LEARNING BY DOING.

It is most useful for those jobs, which can be learnt quickly by

watching and doing.

This method is mostly used for unskilled and semi-skilled

workers.

This is the most commonly used method for training rank and file

workers in a factory.

Advantages


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1) It is highly economical, because it does not require any special

arrangement like TRAINING SCHOOL.

2) It enables the workers to LEARN IN THE ACTUALENVIRONMENT of job.

3) It takes LESS TIME TO PROVIDE TRAINING to the workers.

4) Workers not only learn the work but ALSO produce goods in that

process.

5) The trainee LEARNS the rules, regulations & procedures BY

OBSERVING their day-to-day applications.

6) It is simple method, because there is no division ofresponsibility

between a staff training department and line supervisor.

Disadvantages

1) In this method, instruction is highly disorganized and not properly

supervised due to following reasons :-

Inability of the experienced employee to impart (give) skills to

trainee.

Lack of motivation on the part of trainee to receive training.

Learners are often disturbed by noise.

2) It results into low productivity, especially, when the

Employee is unable to develop his skills.


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B) VESTIBULE TRAINING

In vestibule training, a SEPARATE TRAINING CENTER is

created. An experienced instructor is put as an in-charge of thistraining center. Machines and equipments are also arranged to

create working conditions similar to those in the workshop.

It is very useful method of training semi-skilledpersonnels.

It is most useful when many employees have to be trained for the

same kind of work at the same time.

Advantages

1) As training is given in a separate room, disturbances are

Minimized.

2) A trained instructor, who knows how to teach, can be

More effectively utilized.

3) production is not interrupted.

4) It enables trainees to learn without the fear of supervisors or the

co-workers observation.

Disadvantages

1) The training situation is somewhat ARTIFICIAL.


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2) It is EXPENSIVE method because additional investment in

equipment is necessary. So, it can be applied to only those jobs,

which require cheap equipments.

3) The splitting (division) of responsibility between vestibule staffand line supervisor creates organizational problems.

C) APPRENTICESHIP TRAININGApprenticeship training is used in those trades and crafts in which a

LONG PERIOD of training is required for gaining (getting)

complete proficiency. Generally, the trainees work as apprentices

under the direct supervision of experts for long period of say 2 to 7

years.

The method is used for training draughtsman, machinists, carpenters,

jewelers, electricians, designers etc.

Advantages

1) A skilled work-force is maintained.

2) Immediate returns can be expected from training.

3) The workmanship is good.

4) The hiring cost is lower due to reduced turnover and lower

production costs.5) The loyalty of employees is increased and opportunities for

growth are more.

Disadvantages

1) It takes a long period of time to complete training.

2) It is expensive method.


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3.6.2 METHODS OF EXECUTIVE DEVELOPMENT (METHODSOF TRAINING FOR MANAGERS OR EXECUTIVES)

To develop the skill and knowledgeof executives, following methods are

used.

A) CASE STUDY

The case is a set of data oral or written, that presents issues

And problems calling for SOLUTIONS or ACTION on the part ofthe trainee.

Here, the trainees are given cases and they are asked-

- To analyze the cases.

- To identify the problem, and ,

- To recommend tentative solutions.

This method is based on the belief that managerial competence can be

best obtained through the study and discussion ofconcrete (difficult)cases.

Advantages

1) It promotes analytical thinking and develops problem-solving

skill.


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2) It encourages open mindedness.

3) Since, cases are usually based upon real life problems, the trainees

interest in them would be high.

Disadvantages

1) The preparation of cases is difficult.

2) It is expensive.

3) It is time consuming method

B) ROLE PLAYING ( INTER-PERSONAL SKILL )

Here, the emphasis is on learning HUMAN RELATIONS SKILLS.

It is defined as A method of human interaction, which involves

REALISTIC BEHAVIOUR in the imaginary situations.

In role-playing, trainees act out a given role as they act in a stage

play. Two or more trainees are assigned (given) roles to play before

the class. These roles do not involve any memorization of lines orany rehearsals.

Advantages

1) Learning by doing is emphasized.

2) The knowledge of results is immediate.

3) Trainees interest would be high.

4) It develops skill and ability to apply knowledge in the field of

human relations.

Disadvantages

Sometimes, trainee could get faculty practice.

C) IN BASKET METHOD


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In this method, each team of trainees is given a FILE OF

CORRESPONDENCE relating to a particular area of management.

Each individual studies the file and makes his ownrecommendations.

Later on, the observations of each individual member are compared

and conclusions on different area are reached. And these conclusions

are put down in the form ofreport.

Advantages

1) Quick decisions are possible.

2) It is in-expensive

3) It can be organized easily.

Disadvantages

1. It discourages originalitybecause trainees have to stick

Themselves to rigid situations.2. The solutions prescribed by the group of executives may be

accepted by the top management. So, entire process become

unnecessary.

D) BUSINESS OR MANAGEMENT GAMES

In this method, DIFFERENT TEAMS OF EXECUTIVES

Are required to complete with one another in order to achieve a

given objective.

Here, an artificial atmosphere similar to the real life situation is

created. The team usually consists oftwo to six members and each

team takes decisions on production, prices, research, expenditure,

marketing, amount of expected profit etc.


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This method is used to teach trainees, how to take useful and

profitable managerial decisions in an integrated manner.

Advantages1) It is very interesting for the dynamic executives to play games.

2) Executives can learn art of making decisions, Develop problem

solving skills; understand the importance of planning in

management.

Disadvantages

1) The games are expensive, particularly where they are computerized.

2) Games are only simulations. They may not be very close to reality.

So, it is not certain that those who are successful in management games

would also be successful in real jobs.


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3.7 TRAINING HELD IN FAG:

3.7.1 INDUCTION TRAINING

The main purpose of induction training is to impart information about

the company, activities of related functional departments and related

policies, rules, regulations and instructions.

It is applicable to all new personnel joining FAG India. Even if an

employee joins the regional office in Pune, he has to come to Baroda

for the induction training. The company takes all the expenses of the

employee while he is undergoing the induction training.

The personnel department sends intimation to the HRD Department

about the joining schedule of new employees or trainees. After

discussion with the concerned department a induction plan is made and

the same is circulated to the concerned departments. Induction plan

includes factory visit, classroom sessions on company and information

and implant induction for information about related departments. After

the induction training is over the employee or trainee has to submit abrief report on what he has learnt and observed about FAG during his

induction training.

Lastly the employee or trainee has to fill up a program evaluation form

so that he can express his views and ideas on how he found the


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induction training and the improvement that can be made in the

induction training.

When I was undergoing my training in FAG India, Mr. MangeshPurander has come to Baroda for induction training. He had been

appointed as Assistant Manager (Marketing) in the Pune Office. He had

to undergo a training of 10 days. One the first day he was given all the

information of FAG group and FAG India. The second day onwards he

had to go to different departments and understand the functioning of

each department. He was also given a report book in which he has to

write his observations and findings and at the end of 10 days he

submitted a brief report on what he did and what he observed.

Lastly he was also asked to fill the program evaluation form.

3.7.2 INDENTIFICATION OF TRAINING NEEDS

The scope of this is to identify training needs for developing

employees Competency, Skills, and Knowledge & Attitude including

supervisory and managerial abilities as per the responsibility.

It is applicable to all employees and all departments.

Training Needs of employees are to be identified on the basis of

1. Organizational Objectives.

2. Functional Objectives.

3. Employees Role Objectives.

The needs are to be identified during target setting meetings, Employee

Performance Review, Decisions regarding specific projects and

proposals for nominations by the concerned depts.

On the basis of the documents received, the training plan budget is to be

submitted for approval of the management and final training plans /

calendar is being prepared.

This phase includes :-


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The Individual Employee Training Need Analysis Form is furnished by

the Reporting Officer in each department with the information that is

attained through the PPRD Form.

3.7.3 TRAINING PLAN IMPLEMENTATION

Once the training calendar has been made and the consultants are also

decided the next step is to implement the training plan. Each training

program is conducted as according to the training calendar. All the

necessary activities that have to be undertaken for the training is done

by the HRD Dept. This may include regular communication with the

consultants or faculties, arrangement for the accommodation of the

faculties, traveling facilities to the faculty, deciding the venue where the

training is to take place and so on. If the training is to take place withinthe company or in the Guest House of the Company then things are

much more easier but if the venue is decided to be some place other

than these two then the HR team get together and decide on a venue

after they have gone through a list of appropriate places before deciding

on the one best suited to their interest. Such venues are mostly five star

hotels and it is on the type of services provided by such hotels that the

venue is decided. Once the venue is decided the refreshments and other

facilities available are also taken into consideration. When the venue,

the facilities available and the various arrangements to be made in thevenue are decided, the final amount to be spent on the entire training

program is calculated, Whenever any amount is to be issued for any

training program it is done from the purchase department through a

purchase order. Whenever a training program is conducted by the

company, the bill is submitted to the HRD Department, which sends a

recommendation to the PURCHASE Department to release a purchase

order a copy of which send to the HRD department as well as to the

Finance department. It is only after the receipt of

the purchase order that the bill is reimbursed by the finance department.

In the same way if any employee is nominated to go for any training

program held other than those conducted by the company, the reporting

officer of the employee sends a requisition to the purchase department

which consists of the cost of attending the training program as well as

the traveling and the accommodation expense of the employee.


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3.7.4 SELECTION OF TRADE APPRENTICES

(TC TRAINEES)

This is done to fulfill the statutory requirements under Apprentices

(Amendment) Act, 1961. It is applicable to all fresh SSC students

having passed with science subjects.

An advertisement in the local news paper is released giving out the

qualification and the percentage criteria for eligibility to apply.

A written test is organized to screen the suitable candidates and the

candidates passing the test are called for interview. A merit list isprepared and the candidates are inducted in training from the merit list.

Technical trade apprentices are offered training for 3-4 years depending

upon the technical training they are allotted with. The trade apprentices

are paid stipend during their 1st, 2nd, 3rd, 4th years of training period not

less than that specified by the government.

Trainees are evaluated periodically for their progress and performance

in their area of training either in the training center or in the On the JobTraining in the appropriate Department.

The suitable candidates are offered employment in the company

depending upon the suitability and availability of vacancies in the

departments.

TRAINING OF TRADE APPRENTICES

Batches of 20 trainees are placed in the Training Center as per statutory

requirement of Apprenticeship Act.

The duration of the training is 3 to 4 years as per the trades.

Quarterly tests are conducted for assessment of trainees.


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After successful completion of training, the list of trainees will be sent

to Personnel Department for consideration of employment.

20 apprentices are taken for training as per the Apprenticeship Act. The

apprentices have a training period of 3 years expect for the apprenticewith the trade of Tool and Dye maker. They have a training period of 4

years.

This stipend paid to the apprentice trainees are as follows :-

Year Government Rule Paid by Company per

month

1st Year 820 1,025

2nd Year 940 1,175

3rd Year 1,090 1,375

4th Year 1,230 1,550

The company also provides the apprentice trainees with uniforms, shoes

and socks. They also can avail the facility of the canteen.

3.7.5 SELECTION OF GRADUATE ENGINEER TRAINEES

(GETs) / DIPLOMA ENGINEER TRAINEES (DETs)

The requirement of Graduate/Diploma Engineer Trainees batch is

decided on the basis of the allotted quota under the apprenticeship act.

An advertisement in the newspaper i.e. English daily and a local

newspaper are released, specifying the salient features of the scheme.

Alternatively the lists of the recently passed out students are also

obtained from the different engineering colleges in Gujarat.

A written test is arranged for the candidates qualifying the specifies

requirements. As per the number of positions to be filled the candidates

are called for the interview from the merit list of written test.

Accordingly suitable candidates are offered training. A stipend

comparable with the engineering industries in and around Baroda is

paid.

The training period is usually of one year. The training may extend

further.


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If it is deemed necessary by the management depending on the

circumstances.

TRAINING OF GETs / DETs

The Batch of GETs/DETs is placed in the training center as per the

allotted quota, budgeted/forecasted vacancies.

Trainee Rating Report is filled in the concerned departments during the

On the Job Training to evaluate and assess suitability. Final

recommendation is then sent to the Personnel Department for

confirmation/termination of trainees.

The Trainees are provided with uniform, shoes, and socks at the time of

joining for training. They are also provided with the required pens and

stationary at the time of joining the company. There are 7 Diploma

Trainees taken by FAG every year. They are paid a stipend of Rs.

3000/- as against the Government Rule of Rs.1400/-. 8 Graduate

Trainees taken by FAG every year and they are paid a stipend of Rs.

4000/- as against the Government Rule of Rs.1970/-. They are also

provided with uniforms, shoes and socks. They can also avail the

canteen facility.


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3.8 PROGRAM EVALUATION

The last stage in the training and development process is the evaluation

of results. Since huge sums of money are spent on training and

development, how fare the program has been useful must be

judged/determined. Evaluation helps determine the results of thetraining and development program. The main objective of evaluating

the training program is to determine if they are accomplishing specific

training objectives, that is correcting performance deficiencies. A

second reason for evaluation is to ensure that any changes in trainee

capabilities are due to the training programs should be evaluated to

determine cost effectiveness. Evaluation is useful to explain program

failure should it occur. Finally creditability of training and development

is greatly enhanced when it is proved that the organization has benefited

tangibly from it.

All the employees of FAG after their training are required to fill up a

PROGRAM EVALUATION FORM., and in case of the employee

attending a external training program the employee has to fill up an

TRAINING EFFECTIVENESS FORM which is signed by the

participant as well as the reporting officer. This form is then submitted

to the HRD department. After a period of three months the HRD


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department circulates the same training effectiveness form to the

reporting officer of the employee who had undergone training and the

reporting officer has to give details of the changes and the effective of

the training on the employee. The change in behavior and attitude of theemployee help in evaluating the effectiveness of the training program.

3.9BUDGET

The budget is prepared taking into view all the training requirements

identified. The budget is prepared after a through discussion among the HR

team and after the budget is prepared it has to get the sanction of the

Managing Director. The Budget is prepared showing justification to eachand every activity that is to be undertaken.

The budget is one of the most important components of the training plan.

The budget has to prepared keeping in mind the various training needs

identified. The budget has to accommodate all the different type of training

programs with the minimum cost. Thus the budget is prepared with great

care and precaution. An effective term tries to plan the maximum activities

with the minimum cost and that is what the HR term in FAG does. The HR

term decide on the different type of the training programs that has to beheld and analyze how it would benefit the employees. They try to find out

how each training program would contribute to the employees. It is also

the responsibility of the HR dept. to decide whether it is possible for an

employees to leave his work area and attend a training session. The HR

team also has to take care of various other minute factors which might

affect the training program. The budget includes all the activities that


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would be an answer to the training needs identified. Finally when the

budget is prepared it is the Managing Director who sanctions the budget.

The Managing Director has a discussion with the Finance Department andit is only after a detailed discussion with the finance department that the

Managing Director given his final decision. The Managing Director may

take changes in the budget as per the requirements. He may also give his

own suggestions and may ask for detailed justification for the budget. Thus

the Managing Director may even reject the budget if he is not satisfied

with it. Once the budget is sanctioned by the Managing Director then the

next step is to prepare a final calendar.

FAG HAS THE TARGET OF PROVIDING TRAINING OF 40 HOURS

TO ALL ITS EMPLOYEES.

3.10 THE TRAINING CALENDER

Once the Budget is finally approved by the Managing Director, a training

calendar is prepared accordingly to furnish all the training demands put in

by the organization and the employees. The training calendar is soprepared to give all the employees the required training so as to improved

their skills and their ability.

The training calendar of various consultants received by the company and

after a through study of the program conducted by the consultants the

employee is nominated to go for the training program. Such type of

training nomination may be right from the Managing director to the

employee at the lowest grade.


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4.0 CONSULTANTS

In the confrontation between the stream and the rock, the stream

always wins, no through strength but through perseverance

These are the words which catch ones eyes as one enters the Training

center in FAG India.

FAG India believes in training its people to make them world class and

thus achieve best results. It has been a practice in FAG India to see it that

all its employees have their own share of training every year. It is the target

of the company to impart a training of about 40 hours every year. Last year

they could achieve the target up to 38 hours of training for every

employee. The consultants are decided according to the corporate goals

and objectives set by the top management. Every year various consultantsand management school including IIMs, XLRI sent their training calendars

to FAG India.

The HR term after a through study of the consultants and their training

program and a feedback on the training sessions conducted by the


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respective consultants in other industries decide on the respective

consultants who have to conduct the training sessions.

FAG India does not compromise on quality and so it doesnt hesitate tospend any amount for quality service. The best consultants available are

used to give training to the employees.

In case of employees being nominated to go for training program outside

the company, the company bears all the expenses of the employees. FAG

India conducts wide range of training programs and so the consultants are

also from various fields for example. FAG India takes these receive of

Swami Sukhabonanda for training on corporate harmony Mercuri

Goldman for training related to marketing and so on.

5.0 OBSERVATION

FAG India has maintained a very good discipline among its employees.

Right from the security guard to the top level management are serious

about their responsibility. All the employees are on time and there is good

relation between the employees and the management. The organization has

Seen to it that the transparency is maintained at all level and so there is no

doubt among the employees against the management. The employee

satisfaction can be seen through the low rate of absenteeism. The

employees in FAG are paid more than most of the industries in the region.

The employees are also to avail various other facilities from the

organization.

The training and development programs have helped the employees to

enhance themselves. They have a feeling of self-pried of knowing and

understanding things. The employees are aware of various new concepts

and thus they are able to implement these concepts in their work areas.


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Unlike various other industries the employees do not find training

programs as a burden. The employees do not have to attend work during

the time they have got training and their salary is also not deducted for not

being able to attend the work during the training period.

The salary structure in FAG is much above as compared to other industries

in the neighboring areas and this keeps the employee satisfied as he finds

that his work is being appreciated and thus he is being paid for it. The

employees in the shop floor have to work only for 5 days which gives them

time to spend with their families during the weekend.

6.0 SUGGESTIONS

FAG has seen to it that the employees are satisfied and comfortable but ithas not proved transport facilities to his employees. It could provide

transport facilities like bus service to its employees so that the

inconvenience of traveling can be reduced.

The canteen is clean but it could be made better. The top management has

a separate room in the canteen which has got a royal ambience compared

to the plain look of the canteen area for the employees. They have even got

a separate menu. Such a system increases the discrimination of people and

this system must be changed. The menu for the normal employees is fairly

good but the most of the days the food is not cooked. I had the opportunityof overhearing the conversation among some employees having their food

in the canteen that if a kid was to have the chapatti that day then he would

surely end up in the hospital.

The training center could be given a better look A walk through all the

departments gives one the impression that the TTC has been discarded.


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With training playing such an important part in FAG, more attention could

be given to the TTC. The VCR is not working; the Television is also in bad

shape. Lastly the TTC could also have a ladies refreshment room.

7.0 CONSLUSION

FAG Bearings India ltd has seen to it that the employees abilities areenhanced to bearing out the best out of them. With some of the best HR

practices being done in the company the employees are happy to be

working and the employee satisfaction is very high. This can be

understood from the low employee turnover every year and low

absenteeism rate. The training activity has seen to it that the employees are

developed so as to make them aware of the various happening around them

as well to make them in par with the developing world. FAG India has

worked hard to show that it is not only concerned with profit of the

organization but it concerned with making profit with the proper care of its

employees. In todays competitive world where most companies are justconcerned about various ways of making money, FAG is an example to

others.


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A N N E X U R E


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8.0 BIBLOGRAPHY

1. Human Resource Management V S P Rao.

2. Personnel Management C.B.Mamoria.

3. Human Resource & Personnel Management K. Ashwathappa.


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Documents

SONALI'S DOCUMENT1