Chapter 1 Introduction Industry profile Company Profile Organizational profile Need of the study Objectives of the study Research Methodology Limitations of the study
Training Need Assessment 2012 - 2014 Sasya Auto Ltd, Kurnool ~ 2 ~ Introduction In the era of decision making, every company or a corporate looks to have a cutting edge over competitors. It is all about human resources who play a pivotal role in enriching the organization towards it goals and winning the brand image of the organization in the market. But in order to have a strong and potential manpower means we need to enrich the skills sets based on the changes in the environment through potential training and development interventions based on the requirement of the organization. Training and development plays an important role in the effectiveness of organizations and to the experiences of people in work. At present, majority of the corporate and industries re investing huge investment in training and development in order to develop their human resources. But after having the training and development programmes, the organizations are not coming with successful results in terms of their expectations. This is due to lack of training need assessment by the organizations. This paper will begin with an overview of the training and development function and how the needs assessment fits into this process, followed by an in-depth look at the core concepts and steps involved in conducting a training need assessment. A needs assessment is a part of planning processes, often used for improvement in individuals, education/training, organizations, or communities. It can refine and improve a product such as a training or service a client receives. It can be an effective tool to clarify problems and identify appropriate interventions or solutions. By clearly identifying the problem, finite resources can be directed towards developing and implementing a feasible and applicable solution. Gathering appropriate and sufficient data informs the process of developing an effective product that will address the groups needs and wants. Needs assessments are only effective when they are ends-focused and provide concrete evidence that can be used to determine which of the possible means-to-the-ends are most effective and efficient for achieving the desired results. Definition: A needs assessment is the process of identifying performance requirements and the "gap" between what performance is required and what presently exists.
Training Need Assessment 2012 - 2014 Sasya Auto Ltd, Kurnool ~ 3 ~ The training needs assessment is a critical activity for the training and development function. Training needs assessment is an ongoing process of gathering data to determine what training needs exist so that training can be developed to help the organization accomplish its objectives. Conducting needs assessment is fundamental to the success of a training program. Often organizations will develop and implement training without first conducting a needs analysis. These organizations run the risk of overdoing training, doing too little training or missing the point completely. Effective training or development depends on knowing what is required for the individual, the department and the organization as a whole. With limited budgets and the need for the cost-effective solutions, all organizations need to ensure that the resources invested in training are targeted at areas where training and development is needed and a positive return on the investment is guaranteed. Effective training need assessment is particularly vital in todays changing workplace as new technologies and flexible working practices are becoming widespread, leading to corresponding changes in the skills and abilities needed. Analyzing what the training needs are is a vital prerequisite for any effective training programme or event. Simply throwing training at individuals may miss priority needs, or even cover areas that are not essential. Effective training need assessment involves systematic planning, analysis and co ordination across the organization to ensure that organizational priorities are taken into account that duplication of effort is avoided and economics of scale are achieved. Training need assessments enables organizations to channel resources into the areas where they will contribute the most to employee, development, enhancing, morale and organizational performance. Training need assessment is a natural function of appraisal systems and is key requirement for the award of investors in people. The analysis of training needs is not a task for specialists alone. Managers today are often responsible for many forms of people management, including the training and development of their team and should therefore have an understanding of training needs analysis and be able to implement it successfully. Training needs analysis involves: Monitoring current performance using techniques such as observation, interviews and questionnaires Anticipating future shortfalls or problems Identifying the type and level of training required and analyzing how this can best be provided. Training Need Assessment 2012 - 2014 Sasya Auto Ltd, Kurnool ~ 4 ~ INDUSTRY PROFILE HISTORY OF THE TWO WHEELERS: The Britannica Encyclopedia a motorcycle as a bike or tricycle propelled by an internal combustion engine (or, less often by an electric engine). The automobile was the reply to the 19 th century reams of self-propelling the horse-drawn carriage. Similarly, the invention of the motorcycle created the self propelling bicycle. The first commercial design was three-wheeler built by Edward Butler in Great Britain in 1884. This employed a horizontal single-cylinder gasoline engine mounted between two steer able front wheels and connected by a drive chain to the rear wheel. The 1900s saw the conversion of many bicycles or pedal cycles by adding small, centrally mounted spark ignition engine engines. There was then felt the need for reliable constructions. This led to road trial tests and competition between manufacturers. Tourist Trophy (TT) races were held on the Isle of main in 1907 as reliability or endurance races. Such were the proving ground for many new ideas from early two-stroke-cycle designs to supercharged multivalent engines mounted on aerodynamic, carbon fiber reinforced bodywork. INVENTION OF TWO WHEELERS: The invention of two wheelers is a much-debated issue. Who invented the first motorcycle? May seem like a simple question, safety, bicycle, i.e., bicycle with front and rear wheels of the same size, with a pedal crank mechanism to drive the rear wheel. Those bicycles in turn described from high-wheel bicycles. The high wheelers descended from an early type of pushbike, without pedals, propelled by the riders feet pushing against the ground. These appeared around 1800, used iron banded wagon wheels, and were called bone-crushers, both for their jarring ride, and their tendency to toss their riders. Gottiieb Daimler (who credited with the building the first motorcycle in 1885, one wheel in the front and one in the back, although it had a smaller spring-loaded outrigger wheel on each side. It was constructed mostly of wood, the wheels were of the iron-banded wooden-spooked wagon-type and it definitely had a bone-crusher chassis!
Training Need Assessment 2012 - 2014 Sasya Auto Ltd, Kurnool ~ 5 ~ FURTHER DEVELOPMENTS: Most of the developments during the early phase concentrated on three and four- wheeled design since it was complex enough to get the machines running with out having to worry about them falling over. The next notable two-wheeler though was the Hildebrand & Wolf Mueller, patented in Munich in 1894. In 1895, the French firm of DeDion-button built and engine that was to make the mass production and common use of motorcycle possible. The first motorcycle with electric start and a fully modem electrical system; the Hence special from the Indian Motorcycle Company astounded the industry in 1931. Before World War 1, IMC was the largest motorcycle manufacturer in the world producing over 20000 bikes per year. INCREASING POPULARITY: The popularity of the vehicle grew especially after 1910, in 1916; the Indian motorcycle company introduced the model H racer, and placed it on sale. During World War 1, all branches of the armed forces in Europe used motorcycles principally for dispatching. After the war, it enjoyed a sport vogue until the Great Depression began in motorcycles lasted into the late 20 th century; weight the vehicle being used for high-speed touring and sport competitions. The more sophisticated of a 125cc model. Since then, an increasing number of powerful bikes have blazed the roads. HISTORICAL INDUSTRY DEVELOPMENTS: Indian is the second largest manufacturer and producer to two wheelers in the World. It stands next only to Japan and China in terms of the number of V produced and domestic sales respectively. This destination was achieved due to variety of reason like restrictive policy followed by the government of India towards the passenger car industry, rising demand for personal transport, inefficiency in the public transportation system etc. The Indian two-wheelers industry made a small beginning in the early 50s when Automobile products of India (API) started manufacturing scooters in the country. Until 1958, API and Enfield were the sole producers. The two wheelers market was opened were opened to foreign competition in the mid-80s. And the then market leaders-Escorts and Enfield were caught unaware by the onslaught of the 100cc bikes of the four Indo- Japanese joint ventures. With the availability Training Need Assessment 2012 - 2014 Sasya Auto Ltd, Kurnool ~ 6 ~ of fuel-efficiency low power bikes, demand swelled, resulting in HERO then the only producer of four stroke bikes (100cc category), gaining a top slot. The first Japanese motorcycles were introduced in the early eighties. TVS Suzuki and HERO brought in the first two-stroke and four-stroke engine motorcycles respectively. These two players initially started with assembly of CKD Kits, and later on progressed to indigenous manufacturing. The industry had a smooth ride in the 50s, 60s and 70s when government prohibited new entries and strictly controlled capacity expansion. The industry saw a sudden growth in the 80s. The industry witnessed a steady of 14% leading to a peak volume of 1.9 mn vehicles in 1990. In 1990 the entire automobile industry saw a drastic fall in demand. This resulted in a decline of 15% in 1991 and 8% in 1992, resulting in a production loss of 0.4mn vehicles. Barring HERO, all the major producers suffered from recession in FY93 and FY94. HERO showed a marginal decline in 1992. The reason for recession in the sector were the incessant rise in fuel prices, high input costs and reduced purchasing power due to significant like increased production in 1992, due to new entrants coupled with recession in the industry resulted in companies either reporting losses or a fall in profits.
Training Need Assessment 2012 - 2014 Sasya Auto Ltd, Kurnool ~ 7 ~ GROWTH OF TWO WHEELER INDUSTRY DURING THE LAST DECADE: The two-wheelers market has had a perceptible shift from a buyers market to a sellers market with a variety of choice, players will have compete on various fronts viz. pricing, technology product design, productivity after sale service, marketing and distribution. In the short term, market shares of individual manufacturers are going to be sensitive to capacity, product acceptance, pricing and competitive pressures from other manufacturers. As incomes grow and people grow and people feel the need to own a private means of transport, sales of two-wheelers will rise. Penetration is expected to increase to approximately to more than 25% by 2005. The motorcycle segment will continue to lead the demand for two-wheelers in the coming years. Motorcycle sale was increased by 20% yoy as compared to 1% growth in the scooter market and 3% by moped sales respectively during the previous two years. The four-stroke scooters has added new dimension to the two-wheeler segment in the past years. The Asian continent is that largest user of the two-wheelers in the world. This is due to poor road infrastructure and low per capita income, restrictive policy on car industry. This is due to oligopoly between top five players in the segment, compared to thirsty manufacturers in the car industry. HERO motors LTd., is one of the leading companies in the two-wheeler industry. At present it is the market leader in the motorcycle segment with around 47% the market share during FY 2000 01. During the year, company posted a 41.15% yoy rise in turnover to Rs.31, 686.5mn in motorcycles which driven by a 35.17% yoy rise in Motorcycle sales volumes. The company has emerged as one of the most successful players, much ahead of its competitions an account of its superior and reliable product quality complemented with excellent marketing techniques. The company has been consistently addressing the growing demand for motorcycles and has been cumulative customer base of over 4 million customers, which is expected to reach 5min mark with rural and semi-urban segment being the new class of consumers.
Training Need Assessment 2012 - 2014 Sasya Auto Ltd, Kurnool ~ 8 ~ COMPANY PROFILE Hero Motocorp Ltd., formerly HERO, is an Indian motorcycle and scooter manufacturer based in New Delhi, India. HERO started in 1984 as a joint venture between Hero Cycles of India and Honda of Japan. The company is the largest two wheeler manufacturer in India. The 2006 Forbes 200 Most Respected companies list has HERO Motors ranked at #108. In 2010, when Honda decided to move out of the joint venture, Hero Group bought the shares held by Honda. Subsequently, in August 2011 the company was renamed Hero MotoCorp with a new corporate identity. On 4 June 2012,Hero Motocorp approved a proposal to merge the investment arm of its parent Hero Investment Pvt. Ltd. into the automaker. The decision comes after 18 months of its split from Honda Motors.
Hero is the brand name used by the Munjal brothers for their flagship company, Hero Cycles Ltd. A joint venture between the Hero Group and Honda Motor Company was established in 1984 as the HERO Motors Limited at Dharuhera, India. Munjal family and Honda group both owned 26% stake in the Company. In 2010, it was reported that Honda planned to sell its stake in the venture to the Munjal family. During the 1980s, the company introduced motorcycles that were popular in India for their fuel economy and low cost. A popular advertising campaign based on the slogan 'Fill it Shut it Forget it' that emphasised the motorcycle's fuel efficiency helped the company grow at a double-digit pace since inception. The technology in the bikes of HERO for almost 26 years (19842010) has come from the Japanese counterpart Honda. Hero MotoCorp has three manufacturing facilities based at Dharuhera, Gurgaon in Haryana and at Haridwar in Uttarakhand. These plants together are capable of churning out 3 million bikes per year. Hero MotoCorp has a large sales and service network with over 3,000 dealerships and service points across India. HERO has a customer loyalty program since 2000, called the HERO Passport Program. The company has a stated aim of achieving revenues of $10 billion and volumes of 10 million two-wheelers by 201617. This in conjunction with new countries where they can now market their two-wheelers following the disengagement from Honda. Hero MotoCorp Training Need Assessment 2012 - 2014 Sasya Auto Ltd, Kurnool ~ 9 ~ hopes to achieve 10 per cent of their revenues from international markets, and they expected to launch sales in Nigeria by end-2011 or early-2012. In addition, to cope with the new demand over the coming half decade, the company was going to build their fourth factory in South India and their fifth factory in Western India. There is no confirmation where the factories would be built. VISION The story began with a simple vision the vision of a mobile and an empowered India, powered by its bikes. Hero MotoCorp Ltd., companys new identity, reflects its commitment towards providing world class mobility solutions with renewed focus on expanding companys footprint in the global arena. MISSION Hero MotoCorps mission is to become a global en terprise fulfilling its customers needs and aspirations for mobility, setting benchmarks in technology, styling and quality so that it converts its customers into its brand advocates. The Company will provide an engaging env ironment for its people to perform to their true potential. It will con tinue its focus on value creation and enduring relationships with its partners. STRATEGY Hero MotoCorps key strategies are to build a robust product portfolio across categories, explore growth opportunities globally, continuously improve its operational efficiency, aggressively expand its reach to customers, con tinue to invest in brand building activities and ensure customer and shareholder delight. MANUFACTURING HERO bikes are manufactured across three globally benchmarked manufacturing facilities. Two of these are based at Gurgaon and Dharuhera which are located in the state of Haryana in northern India. The third and the latest manufacturing plant is b ased at Haridwar, in the hill state of Uttarakhand. TECHNOLOGY In the 1980s the Company pioneered the introduction of fuel-efficient, environment friendly four-stroke motorcycles in the country. It became the first Company to launch the Fuel Injection (FI) technology in Indian moto rcycles, with the launch of the Glamour FI in June 2006. Training Need Assessment 2012 - 2014 Sasya Auto Ltd, Kurnool ~ 10 ~ Its plants use world class equipment and processes and have become a benchmark in leanness and productivity. Hero MotoCorp, in its endeavor to remain technology pioneer, will continue to innovate and develop cutting edge products and processes. PRODUCTS HERO's product range includes variety of motorcycles that have set the industry standards across all the market segments. The Company also started manufacturing scooter in 2005. HERO offers large no. of products and caters to wide variety of requirements across all the segments. DISTRIBUTION The Companys growth in th e two wheeler market in India is the result of an intrinsic ability to increase reach in new geographies and growth markets. Hero MotoCorps extensive sales and service network now spans over to 5000 customer touch points. These comprise a mix of authorized dealerships, Service & Spare Parts outlets, and dealer-appointed outlets across the country. BRAND The new Hero is rising and is poised to shine on the global arena. Companys new identity Hero MotoCorp Ltd. Is truly reflective of its vision to strengthen focus on mobility and techn ology and creating global footprint. Building and promoting new brand identity will be central to all its initiatives, utilizing every opportunity and leveraging its strong presence across sports, entertainment and ground- level activation. HERO RACING Hero MotoCorp set the race tracks on fire with their maiden foray into one of the most exciting race circuits for super bikes by partnering with Erik Buell Racing (EBR), USA. With this partnership Hero now enters into the exciting racing arena by sponsoring two teams: Team Hero & AMSOIL Hero at the AMA Pro Racing Superbikes Championship. AMSOIL Hero is represented by the popular rider Geoff May #99, an accomplished rider whose passion is contagious & spirit is indomitable. Both the riders ride the scorching EBR 1190 RS bikes. As a company, we have always supported and nurtured sports and sporting talent in India. We are delighted to be taking an Indian brand to a highly-competitive and highly- Training Need Assessment 2012 - 2014 Sasya Auto Ltd, Kurnool ~ 11 ~ popular international motorcycle race arena - says Mr. Pawan Munjal, Managing Director & Chief Executive Officer, Hero MotoCorp Mr. Erik F. Buell, Chairman & CTO of EBR, said EBR is delighted to partner with a company as iconic as Hero MotoCorp. Both HMCL and EBR share the common commitment to manufacturing world-class two-wheelers with technology of the future. The 'Team Hero' at AMA Championships is really a natural extension of our strategic collaboration. Top-class motorcycle racing is a very popular sport in the US, and the presence of the Hero brand name is going to lend a lot of stature and excitement to all EBR fans out there." MOTIVATION PHILOSOPHY IN HERO HERO recognizes that employees are the most important resource of any organization. In the modern world, the human factor alone can provide a competitive edge to any organization. As one author remarks Some of the best assets walk into and outside the organization everyday. All HRD efforts are based on the fundamental concept that Human-beings infinite potential for growth and development that can be converted into performance by investment of time and effort by management at all levels. In HERO Human Resource Management is identified as a key area providing the cutting edge to the organization in its endeavor towards competitive excellence. The HRD philosophy of the organization is based on continuous efforts to enhance the knowledge develop skills and reorient attitude of employees to keep pace with the changing environment. An attempt is made to align HD programmers with the basic business strategy. TRAINING OBJECTIVES OF HERO : Objectives crystallize the fundamental principles enunciated in the mission and policy statement. To operational the policy mission and statement, the following are the objectives of HERO of different training programmers. 1. To ensure that adequate time and efforts are invested at all levels of management towards people management. 2. To instill in all employees a feeling of pride and belong with an intention to increase organizational loyalty. 3. To design specific programmes with special focus on equipping the employees to meet the emerging challenges and opportunities. Training Need Assessment 2012 - 2014 Sasya Auto Ltd, Kurnool ~ 12 ~ 4. To help employees improve their core competency that has direct impact on their performance and productivity. 5. To inculcate in the employee, the need for observing sound organization principles in order to ensure healthy organization practices.
A study of the fundamental mission and philosophy of HERO brings out to our notice the fundamental assumptions behind all HRD attempts at HERO. A high level of confidence in capacity and integrity of all employees. Recognition by the management of need for the integration of the objectives of the organization and the needs of the individual employees. The need to recognize the fact that HRD attempts must be incorporated into the basic business policies and practices. The conscious attempt to make every individual feel that he is a part of a team, which has a specific objective. The need to ensure that training is a proactive process, which must be designed taking into consideration future changes in the environment, the business, and the competition and customer expectations. The need to constantly update job specific skills among employees to make them more efficient and effective in discharging their duties. To aim at attitudinal changes required making the employee more conscious of his role as a representative of the organization. To provide avenues for the growth and development of the individual through actualization of inherent potentialities.
TRAINING PERIOD The duration of training varies with skill to be acquired, the complexity of the subject, a trainees aptitude and ability to understand, and the training media used. Generally, a training period should not be unduly long: if it is, trainees may feel bore uninterested. The ideal session should not go beyond 2 to 3 hours at stretch, with a break in between 2 sessions. It convenient employees may be trained for a week or a fortnight for an hour or two, every day after work hours.
The training period may extend from 3 weeks to 5 months even more, depending upon job requirements. Training Need Assessment 2012 - 2014 Sasya Auto Ltd, Kurnool ~ 13 ~
The physical locations of the programmes should be in pleasant surrounding away from the noise and tension of the work place.
IMPLEMENTATION OF TRAINING Once the training programmes have been designed, it needs to be implemented. Implementation is beset with certain problems. Firstly, most managers are action oriented and frequently say no to training efforts. Secondly, there is problem of location suitable trainers within an organization. Any training programmed implementation involves action on the following:
Deciding the location and organizing training and other facilities. Scheduling the training programme. Conducting the programme Monitoring the progress of trainees. TRAINING EVALUATION Objectives of training evaluation is to determine the ability of the participant in the training programmed to perform jobs for which they were trained, the specific nature of training deficiencies, whether the trainees required any additional on the job training and the extent of training not needed for the participants to meet job requirements. PRINCIPALS OF EVALUATIONS Evaluation specialist must be clear about the goals and purposes of evaluation. Evaluation must be continuous. Evaluation must be specific. Evaluation must be provide the means and focus for trainers to be able to appraise themselves, their practices, and their products. It is mainly based on objective methods. TRAINING EFFECTIVENESS Training effectiveness is the degree to which trainees are able to learn and apply the knowledge and skills acquired in the training programme. It depends to the attitudes, interests, values, and expectations of the trainees and the training environment. A training programmer is likely to be more effective when the trainees want to learn, are involved in Training Need Assessment 2012 - 2014 Sasya Auto Ltd, Kurnool ~ 14 ~ their jobs, have career strategies. Contents of a training programme, and the ability and motivation of trainers also determine training effectiveness.
METHODS OF EVALUATION Several methods can be employed to collect data on the outcomes of training. Some of these are: 1. The opinions and judgments of trainers, superiors, and peers. 2. Asking the trainers to fill up evaluation forms. 3. Using a questionnaire to know the reactions of trainees, 4. Giving oral and written tests to trainees to ascertain how far they have learnt, 5. Arranging structured interviews with the trainees, 6. Comparing trainees performance on the job before and after training. 7. Studying profiles and career development charts of trainees, 8. Measuring levels of productivity, wages, costs, absenteeisms and employee turnover after training. 9. Trainees comments and reactions during the training period, and Cost benefit analysis of training programme.
FEEDBACK After the evaluation, the situation should be analysed to identify the possible causes for difference between the expected outcomes and the actual outcomes. The precautions should be taken in designing and implementing future training programme so as to avoid these causes. The outcomes of training programme should justify the time, money, and efforts invested by the organization in training. Information collected during evaluation should be provided to the trainees and the trainers as well as to others concerned with the designing and implementation of training programmes. Follow-up action is required to ensure implementation of evaluation report at every stage. Training Need Assessment 2012 - 2014 Sasya Auto Ltd, Kurnool ~ 15 ~ ORGANIZATIONAL PROFILE INTRODUCT TO SASYA AUTO Sasya Auto was established in the year 2002 as sales and service of Hero Honda Spare Parts. Chairperson of Sasya Auto is S.M Srinivasa Rao after succesful gains in Sales and Service of Hero Honda later in the year 2007 Sasya Auto got the dealership of Hero Honda Two Wheelers in Kurnool. At the time of establishement of the Dealership the sales manager is Lakshmikanth Reddy, Work Manager is Narayana Swamy. Sasya Auto has got a skilled human resources in the firm and are as fallows; 4 Floor Managers,8 supervisors, Technicians 14 members, Asistant Technicians 14 Members, Computer Operator 1 member, Telephone Operator 1 members as internal employees, and the external employees are as fallows; Sales Executies 7 2 Females and 5 Males working in the firm for more than 3 years. In the year 2012 due to the solvency of the collbarotion between Hero and Honda the Sasya Auto Dealership changed form Hero Honda to only Hero. The Sasya Auto sales is 15 20 bikes regularly and during the special ocassions the sales move to more than 30 bikes a day. Regional sales manager is Yoganand. At the same time Sasya Auto is serving its 100 customers regularly. Which intact both free service and pay service. Sasya Auto also conducts a monthly once camps to promote the newly launched two wheelers of Hero, viz Hero CBZ Xtreme, Hunk, Ignitor, Karizma. Sasya Auto also conducts a Exchange mela under special discount offers twice or trice in a year in various parts of the Kurnool District like Orvakal, Shanti Nagar, Dhone, Patti Konda etc.
Training Need Assessment 2012 - 2014 Sasya Auto Ltd, Kurnool ~ 16 ~ Need for the Study
Training Need Assessment helps in optimizing the utilization of human resource that further helps the employee to achieve the organizational goals as well as their individual goals. It helps to provide an opportunity and broad structure for the development of human resources technical and behavioral skills in an organization. It also helps the employees in attaining personal growth and it also helps in increasing the productivity of the employees that helps the organization further to achieve its long-term goal. Training is very important for over all development of the employees for achieving organizational objectives. When in MAY I joined Sasya Motors the process of identification of training needs of all the staff and officers had started in the HR department and they wanted suggestions for improvement and effectiveness.
Training Need Assessment 2012 - 2014 Sasya Auto Ltd, Kurnool ~ 17 ~ Objectives of the Study
To identify whether the company is implementing Training Need Assessment or Not. To identify the culture of the organization. To study what type of training methods is implemented by the organization To verify whether the organization is evaluating the work force aftre the training..
Training Need Assessment 2012 - 2014 Sasya Auto Ltd, Kurnool ~ 18 ~ Research methodology
Research methodology is a way to systematically solve the research problem. It may be understood as a science of studying how research is done scientifically. In it we study the various steps, the research process that is generally adopted to study the research problem and basic logic behind them.
RESEARCH DESIGN: A research design is an arrangement of conditions for collection and analysis of data in a manner that aims to combine relevance to the research purpose with economy in procedure. It constitutes the blueprint for collection, measurement and analysis of data.
DATA COLLECTION: Data can be collected through primary or secondary or by both primary and secondary sources.
Primary Data Primary data consists of original first hand information collected specially for the purpose of study. Data can be collected by primary sources by using consumer surveys. I n this type of information person could himself collected the data by personal interview or questionnaires or other things.
SOURCES OF PRIMARY DATA 1. Data observation 2. Survey - Personal Interview
In this report the primary data is collected through Questionnaire and Personal interview.
Secondary Data
Secondary data consists of information that already exists somewhere, having been collected for another purpose. In this Project report the secondary data is used for track past performance of Sasya Motors. 1) Internet 2) Information from the manager at Sasya Motors. Training Need Assessment 2012 - 2014 Sasya Auto Ltd, Kurnool ~ 19 ~ SAMPLING TECHNIQUES: In this survey Stratified sampling method is used. A method of sampling that involves the division of a population into smaller groups known as strata. In stratified random sampling, the strata are formed based on members' shared attributes or characteristics. A random sample from each stratum is taken in a number proportional to the stratum's size when compared to the population. These subsets of the strata are then pooled to form a random sample.
SAMPLING UNIT: Sampling unit refers to eligible individual respondent for the project. In my study the sampling unit is Staff and employees of Sasya Motors, Kurnool.
SAMPLING SIZE: Sampling size refers to total number of respondents targeted for collecting the data for the research. Out of total population the sample of 50 respondents is taken in my study.
Training Need Assessment 2012 - 2014 Sasya Auto Ltd, Kurnool ~ 20 ~ Limitations of the study The research is confined to a limited time. The study has been restricted to only to Kurnool Sasya Auto. Training an employee is not an easy task, it includes more responsible duties towards employee and trainer. It is a time consuming process. Training Need Assessment 2012 - 2014 Sasya Auto Ltd, Kurnool ~ 21 ~
Chapter 2 REVIEW OF LITERATURE Training Need Assessment 2012 - 2014 Sasya Auto Ltd, Kurnool ~ 22 ~ REVIEW OF LITERATURE Definition Training Needs Assessment (TNA) is the method of determining if a training need exists and, if it does, what training is required to fill the gap. TNA seeks to identify accurately the levels of the present situation in the target surveys, interview, observation, secondary data and/or workshop. The gap between the present status and desired status may indicate problems that in turn can be translated into a training need. Training Needs = Desired Capability Current Capability of the Participants Training can reduce, if not eliminate, the gap, by equipping the participants with knowledge and skills and by encouraging them to build and enhance their capabilities. The data on the present status are vital to the evaluation or impact survey in the latter part of the training ycle. These shall serve as the baseline data. The following are some techniques for acquiring such data. These may be applied independently or in combination. TNA is also the process of collecting information about an expressed or implied organizational need that could be met by conducting training. The need can be a performance that does not meet the current standard. It means that there is a prescribed or best way of doing a task and that variance from it is creating a problem. The TNA process helps the trainer and the person requesting training to specify the training need or performance deficiency. Assessments can be formal (using survey and interview techniques) or informal (asking some questions of those nvolved). Why do we need training? Because training is a means to ensure that government officials have the knowledge and right skills to be able to do their work effectively and competently. Training may be needed when there is a gap between the desired performance, and the current performance, and the reason for that gap is lack of skill or knowledge. Training may only be able to resolve part of the problem. Thus we need to analyze the problem and find out whether training will be able to resolve it. If training is necessary, we also need to define the objective of the training and how it will help the staff member(s) become more effective. This process is called a Training Needs Assessment shown above or Training Needs Analysis.It is important to note that, despite many reasons to conduct training shown above, training may sometimes not be the only solution to a problem. There are many other means that impact on someones ability to do their work, as pointed out in the Report on Training Needs Assessment by PILAC. The following are other examples. Training Need Assessment 2012 - 2014 Sasya Auto Ltd, Kurnool ~ 23 ~
Lack of skills or knowledge, or experience Not having the right equipment or resource Not being encouraged by managers and colleagues to do the right thing There are no standards or expectations that are set and communicated Bad workplace morale or conditions Why do we need a Training Needs Assessment? First, identify dissatisfaction with the current situation and desire for change as similarities among the requests. Each request implies that a gap or discrepancy exists between what is and what could be or should be. A learning or performance gap between the current and desired condition is called a need. TNA aims at the following situations. Solving a current problem Avoiding a past or current problem Creating or taking advantage of a future opportunity Providing learning, development or growth The purpose of TNA is to answer some familiar questions: why, who, how,what, and when. The following are descriptions of the questions and what analysis can be done to answer them.
Training Need Assessment 2012 - 2014 Sasya Auto Ltd, Kurnool ~ 24 ~
Five Steps of Training Needs Assessment Five Steps: The processes of Training Needs Assessment can be divided into five steps: 1) Identify problem and needs; 2) Determine design of needs assessment; 3) collect data; 4) analyze data; and 5) provide feedback.
Step 1: Identify Problem Needs step 2: Determine Design of needs of Analysis Step 3: Collect Data Step 4: Analyze Data Step 5: Provide Feedback Training Need Assessment 2012 - 2014 Sasya Auto Ltd, Kurnool ~ 25 ~ Step1: Identify Problem and Needs The first step in TNA is to identify problems and needs. Before TNA is conducted, it should be probed whether training is needed. In the public sector, it is important to identify organizational context in such aspects as policy, goal, roles and responsibilities.
Realizing the policy direction of the organization, performance analysis known as gap analysis is conducted to look at an officials current working performance and knowledge and identify whether an official is performing as desired based on given roles and responsibilities. Then the more explicit the standard for current performance and knowledge, the easier it will be to describe the gap in performance or knowledge deficiency. During the preliminary study of PILAC, the current problem was identified as follows: Training officials is urgently needed to implement D&D reform and improve local administration, because the efficient and effective implementation of the D&D Framework requires deep understanding of the Framework among public officials at the national, provincial, and district levels who are in charge of local administration. After identifying problems and needs, set up overall objectives for a training course. In PILAC, the following objectives of the training course were already set up through discussion between JICA and the Ministry of Interior (MOI) prior to project implementation, i.e., during the preliminary study. Public officials improve their understanding of D&D policy. Public officials improve their skills to apply D&D policy to their daily duties and functions assigned.
Step 1: Identify Problem Needs step 2: Determine Design of needs of Analysis Step 3: Collect Data Step 4: Analyze Data Step 5: Provide Feedback Training Need Assessment 2012 - 2014 Sasya Auto Ltd, Kurnool ~ 26 ~ Step 2: Determine Design of Needs Analysis The second step in TNA is to determine the following: i) target groups to be trained; ii) interviewees; iii) survey methods; iv) survey plan including schedule to be conducted TNA and persons in charge of TNA. Those items become the basis for a training course designer to either create a new training course, identify an existing one that can fulfill the need, or obtain one externally.
Sometimes it may be impossible to fulfill the need, but that is not the decision of the person conducting TNA. Actually, knowing exactly what elements of information are required can serve as a guide a road map- for your analysis.
The survey must clearly define the target group of the training, i.e., target population. Although no strict rules for defining exist, the target population must be defined in line with the objectives of TNA. The survey should produce the following elements in its report: training subject(s); importance of the training; time requirements; current target group; potential target group; frequency of training; and required outputs of the training.
Once a target group for the training, i.e., target population, is identified,interviewees for the survey are selected. It is likely that all the officials of the target group cannot be interviewed due to time constraints. Thus, sampling of the target population which will be addressed in the next section should be used.
The following figure indicates types of needs analysis and contents. It is suggested that those analyses be used in combination depending on the needs, time availability and manpower.
Step 1: Identify Problem Needs step 2: Determine Design of needs of Analysis Step 3: Collect Data Step 4: Analyze Data Step 5: Provide Feedback Training Need Assessment 2012 - 2014 Sasya Auto Ltd, Kurnool ~ 27 ~ Figure 2: Types of Needs Assessment Types of Needs Assessment Type of Needs Analysis What the Analysis Answers Performance analysis or gap analysis
Feasibility analysis
Needs versus wants analysis
Goal analysis
Job/task analysis
Target group analysis
Contextual analysis
Is training the appropriate way to fix this deficiency?
this training be done? cost of the current deficiency?
Behind a vague desire?
he best and correct way to do this work?
Into teachable parts?
And customize this training
training?
the training successfully?
Data collection and analysis are essential parts of needs assessment. The following table describes the most commonly used methods of data collection. TNA is optimized when a combination of data collection methods is used to analyze quantitative and qualitative data. Regardless of which methods are used to collect and analyze data, it is important to consider the reliability, validity and trustworthiness of the data.
Training Need Assessment 2012 - 2014 Sasya Auto Ltd, Kurnool ~ 28 ~ Step 3: Collect Data The third step in TNA is to collect data through: i) reviewing documents on existing training (secondary data and information); and ii) conducting survey including interviews and observation at work.
Based on the questionnaire for individual survey and guide question for group discussion developed during the preparation stage (step 2), pre-test of the questionnaires should be conducted with officials who will be the target population to see the applicability of the questions. If tested interviewees seem to have any difficulty in answering those questions, it should be noted those points and modified the questions to make it easier to answer. After testing, the GDLA Task Force should revise and formulate the questionnaires based on the results of the pre-test. The following five steps are to be taken in conducting a group discussion: 1. Orientation on objectives and contents of the survey for interviewees; 2. Explaining questionnaires (individual survey); 3. Conducting a group discussion with a guide question; 4. Wrapping up the interview; and 5. Modifying methods, process and questionnaires if needed. A proto-typed cycle of conducting a group discussion is shown the figure below. However, those cycle and process can be modified according to a survey plan.
Step 1: Identify Problem Needs step 2: Determine Design of needs of Analysis Step 3: Collect Data Step 4: Analyze Data Step 5: Provide Feedback Training Need Assessment 2012 - 2014 Sasya Auto Ltd, Kurnool ~ 29 ~ Step 4: Analyze Data
Training needs analysis: Too many times within the organizations training is used to try and fix problems that may not be skills or knowledge related. Similarly providing training without having determined a need can also b a waste of time and money. Sasya offers a comprehensive four stage TNA service.
1. Measurement: This is an organizational store review using a critical area checklist developed in conjunction with your management and staff. It identifies what is happening now and compares it with what should be happening and determines gaps using the store objectives, performance standards and staff appraisals as the basis. 2. Investigation Once performance gaps are identified from the measurement stage they are investigated to gather more specific and detailed information. The investigation uses a combination of methods that include: Observation Interviews Performance appraisals Questionnaire Skill audits
Step 1: Identify Problem Needs step 2: Determine Design of needs of Analysis Step 3: Collect Data Step 4: Analyze Data Step 5: Provide Feedback Training Need Assessment 2012 - 2014 Sasya Auto Ltd, Kurnool ~ 30 ~ Step 5: Provide Feedback This step will determine how effective and profitable your training program has been. Methods for evaluation are pre-and post- surveys of customer comments cards, the establishment of a cost/benefit analysis outlining your expenses and returns, and an increase in customer satisfaction and profits.
The reason for an evaluation system is simple. The evaluations of training programs are without a doubt the most important step in the training process. It is this step that will indicate the effectiveness of both the training as well as the trainer.
There are several obvious benefits for evaluating a training program. First, evaluations will provide feedback on the trainers performance, allowing them to improve themselves for future programs. Second, evaluations will indicate its cost-effectiveness. Third, evaluations are an efficient way to determine the overall effectiveness of the training program for the employees as well as the organization.
The importance of the evaluation process after the training is critical. Without it, the trainer does not have a true indication of the effectiveness of the training. Consider this information the next time you need to evaluate your training program. You will be amazed with the results.
The need for training your employees has never been greater. As business and industry continues to grow, more jobs will become created and available. Customer demands, employee morale, employee productivity, and employee turnover as well as the current economic realities of a highly competitive workforce are just some of the reasons for establishing and implementing training in an organization. To be successful, all training must receive support from the top management as well as from the middle and supervisory levels of management. It is a team effort and must implement by all member s of the organization to be fully successful.
Step 1: Identify Problem Needs step 2: Determine Design of needs of Analysis Step 3: Collect Data Step 4: Analyze Data Step 5: Provide Feedback Training Need Assessment 2012 - 2014 Sasya Auto Ltd, Kurnool ~ 31 ~ ORGANISATION DEVELOPMENT: Change in organizations is a social process, and not merely an analytical one. The field of Organisation Development (OD) has evolved a number of approaches to create organic conditions that lead to employee participation in decisions and freedom to initiate ideas to improve organizational processes. Thus OD is a systematic process to planned change. It involves following four stages: Diagnosis : Establishing the current situation in the organization. Unfreezing : Getting people ready to accept change. I ntervention : Introducing change Freezing : Making sure that change sustains for a long period of time.
A variety of OD methods have been developed for facilitating change through using these stages in India (Ramnarayan et al, 1998). 1. Action Research: Action Research involves systematically collecting data on relevant problems, analyzing and feeding the data back to the organization, and helping the organization to take action to address the problems. It attempts to tap the capabilities of the employees with the dual purpose of contributing to successful change efforts as well as fulfill employee needs for greater involvement. The approach seeks to empower the concerned organizational members so that they may become self-reflective practitioners rather than mere spectators in the process of organizational change. When people become self-reflective practitioners, not only would meaningful solutions emerge, but more important, they will develop the abilities to diagnose and solve future problems. 2. Process Consultation: Process consultation is an OD method that helps managers and employees improve the processes that are used in organizations. The processes include: communication, conflict resolution, decision making, group interaction, and leadership. One of the distinct features of the process consultation approach is that an external or internal consultant is used. The consultant helps the employees to help themselves. For instance, in team building activity, a work team is brought together to discuss conflicts, goals, processes of communication and decision-making, creativity and leadership. The team then plans to overcome problems and improve results. Schein (1969) who has pioneered the process consultation approach has identified four types of interventions that process consultants often employ in working with groups. Training Need Assessment 2012 - 2014 Sasya Auto Ltd, Kurnool ~ 32 ~ (a) Agenda-setting interventions are aimed at making the group aware of the internal processes by which it makes decisions and solves problems. (b) Date feedback interventions diagnose the interpersonal processes in a group, and give feedback to enable group members to improve processes. (c) Counseling is required during or after a feedback session to ensure that behaviors are suitably modified. (d) Structural interventions involve suggestions on how work should be allocated, committees organized, or group norms enforced. 3. Training workshops and conferences: Training has become an important OD tool in the change process. Training programs are used not only to generate ideas, develop collaboration among employees, enhance skill, but also for the development of new roles, systems, procedures, and work methods. Top managements involvement in training programmes provides the context for defining a clear framework of the company strategy. Training workshops and conferences represent an important first step in the organizational change process as they have the potential to achieve the following objectives: (a) Raise the consciousness of participants. (b) Bring awareness of the gaps between reality and ideals. (c) Provide a common platform to articulate shared and difficulties. (d) Generate ideas for change. (e) Create greater awareness of change. Training must be followed up with appropriate management actions and initiatives to make the desired change in reality.
IDENITIFYING TRAINING NEEDS All training activities must be related to the specific needs of the organization the needs and the individual employees. A training programme should be launched only after the training needs are assessed clearly and specifically. The effectiveness of a training programme can be judged only with the help of training needs the gap between the existing and required levels of knowledge, skills, and performance and should be specified. The problem areas that can be resolved through training should also be identified. Training needs can be identified through the following types of analysis
Training Need Assessment 2012 - 2014 Sasya Auto Ltd, Kurnool ~ 33 ~ Organizational Analysis It involves a study of the entire organization. In terms of its objectives, it is resources, resource allocation and utilization, growth potential and its environment. Its purpose it to determine where training emphasis should be placed within the organization. Organizational analysis consists of the following elements: Analysis of objectives Resource Utilization Analysis Organization analysis Environmental Scanning
Task or Role Analysis It is a systematic and detailed analyses of jobs to identify job contents, the knowledge, skills, and aptitudes required and work behavior. Manpower Analysis In the analysis the persons to be trained and the changes required in the knowledge, skills and aptitudes of an employee are determined. Training can be relevant and viable if the three types of analysis given above are carried on continuously more over this analysis should be integrated in a carefully designed and executed programme.
Training Objectives: Generally line manager ask the personnel manager to formulate the training policies. The personnel Manager formulates the following training objectives in keeping with companys goals and objective: a. To prepare the employee both new and old to meet their present as well as the changing requirements of the job and the organization. b. To prevent obsolescence. c. To prepare employees for higher-level tasks. d. To assist employees function more effectively in there present positions by exposing them to the latest concepts, information, and techniques and developing the skills they will need in their particular fields. e. To built up a second line of competent officers and prepare them to occupy more responsible positions. f. To develop the potentialities of people for the next level job. Training Need Assessment 2012 - 2014 Sasya Auto Ltd, Kurnool ~ 34 ~ g. To ensure smooth and efficient working of a department. h. To ensure economical; output of required quality. i. To promote individual and collective morale, a sense of responsibility, cooperative attitudes and good relationships.
Designing a Training Programme In order to achieve the training objectives, an appropriate training policy is necessary. A training policy represents the commitment of top management to employee training. It consists to rules and procedures concerning training. A training policy is required: a. To indicate the companys intention to develop its employees; b. To guide the design and implementation of training programmes; c. To identify the critical areas where training is to be given on a priority basis; and d. To provide appropriate opportunities to employees for their own betterment.
A sound training policy clearly defines the following issues: i) The results expected to be achieved through training ii) The responsibility for the training function iii) The priorities for training iv) The type of training required v) The time and place of training. vi) The payments to be made to employees during the training period. vii) The outside agencies to be associated with the training. viii) Relationship of training to the companys labour policy.
Training Methods and Techniques The methods employed for training of operatives may be described as under On-the-job Training In this method, the trainee is placed on a regular job and taught the skills necessary to perform it. The trainee learns under the guidance and supervision of the superior or an instructor. The trainee learns by observing and handling the job. Therefore, it is called learning by doing. Several methods are used to provide on the job training e.g., coaching job rotation, committee assignments, etc. A popular form of the job training is J ob I nstruction Training (J I T) or step-by-step learning. It is widely used in the United States to prepare IInd class Training Need Assessment 2012 - 2014 Sasya Auto Ltd, Kurnool ~ 35 ~ employees. It is appropriate for acquisition or improvement of motor skills and routine and repetitive operations. The JIT involves the following steps: Preparing the trainee for instruction. This involves putting the trainee at ease, securing his interest and attention, stressing the importance of the job, etc. Presenting the job operations or instructions in terms of what the trainee is required to do. The trainee is put at work site and each step of the job is explained to him clearly. Applying and trying out the instructions to judge how far the trainee has understood the instructions. Following up the training to identify and correct the deficiencies, if any. JIT method provides immediate feedback, permits quick correction of errors and provides extra practice when required. But it needs skilled trainers and preparation in advance. Vestibule Training In this method, a training center called vestibule is set up and actual job conditions are duplicated or simulated in it. Expert trainers are employed to provide training with the help of equipment and machines, which are identical with those in used at the workplace. Apprenticeship Training In this method, theoretical instruction and practical learning are provided to trainees in training institutes. In India, the government has established Industrial Training Institutions (ITI) for the purpose. Under the Apprenticeship Act 1962 employers in specified industries are required to train the prescribed number of persons in designated trade. The aim is to develop all-round craftsmen. Generally, a stipend is paid during the training period. Thus, it is an earn when you learn scheme. Classroom Training Under this method, training is provided in company classrooms or in educational institutions. Lectures, case studies, group discussions, and audio visual aids are used to explain knowledge and skills to the trainees. Classroom training is suitable for teaching concepts and programmes. Some companies maintain their own training institutes or schools. Special training courses are designed e.g., management course for foremen, computer course for typists, etc., Courses in retraining and upgrading may also be conducted. Small firms depend on outside schools and courses.
Training Need Assessment 2012 - 2014 Sasya Auto Ltd, Kurnool ~ 36 ~ Internship Training It is a joint programme of training in which educational institutions and business firms cooperate. Selected candidates carry on regular studies for the prescribed period. They also work in some factory or office to acquire practical knowledge and skills. This method helps to provide a good balance between theory and practice. However, it involves a long time due to slow process. This method of training is used in professional work e.g. MBBS, CA, ICWA, Company Secretaries, etc.
Assessment of Training Needs Training needs are identified based on organizational analysis, job analysis, and man analysis, Training programme, training methods and course contents are to be planned based on training needs. Training needs = Job and Organizational requirement Employee specifications
The following forms identify training needs Organizational Analysis This includes analysis of objectives, resource utilization, and environment scanning and organization climate: Organizational strengths and weakness in different areas like accidents, excessive scrap, marketing areas and production personnel, finance etc.
Departmental Analysis Department strength and weakness including special problems of the department or a common problem of a group of employees like acquiring skills and knowledge in operating computer by accounting personnel. Job / Role Analysis This includes study of jobs/roles, design of jobs due to changes, job enlargement, etc. Manpower Analysis Individual strengths and weaknesses in the areas of job knowledge, skills etc. Ist class employee Development Ist class employees are the most valuable assets of any organization. The manager is the dynamic life-giving element in the organization. The success and growth of organization depends on caliber and performance of the Ist class employees. It is essential to train and develop Ist class employees who can succeed the managers of today. Training Need Assessment 2012 - 2014 Sasya Auto Ltd, Kurnool ~ 37 ~ Concept of Ist class employee Development: Ist class employee Development or management development is a systematic process of learning and growth by which managerial personnel gain and apply knowledge, skills, attitudes and efficiently. Ist class employees learn conceptual, theoretical knowledge and managerial skills in an organized through an educational process. The main aim of formal education for manager is to increase his ability to learn from experience. Ist class employee development consists of all the means by which Ist class employees learn to improve their behaviour and performance. It is designed to improve the effectiveness of managers in their present jobs and to prepare them for higher job in future. Ist class employee development is a planned and organized process of learning rather than an accident or trial an error approach. Ist class employee development is a long-term process, as managerial skills cannot be developed overnight. Ist class employee development aims at preparing managers for better performance and helping them to realize their full potential. Ist class employee development is guided self-development.
Objectives of Ist class employee Development: Any programme of Ist class employee development aims at achieving the following ways To improve the performance of managers at all levels in their present jobs. To sustain good performance of managers throughout their careers by exploiting they are full potential i.e., to prepare managers for higher jobs in future. To prevent obsolescence of Ist class employees by exposing them to a latest contests and techniques in their respective areas of specialization. To replace elderly Ist class employees who have risen from the ranks by highly competent and academically qualified professionals. To provide opportunities to Ist class employees to fulfill there career aspirations. To ensure that the managerial resource of the organization are utilized optimally.
Ist class employee Development Objectives at Three Levels of Authority: i) Top Management ii) Middle Line Management iii) Middle Functional Ist class employees and Specialists Training Need Assessment 2012 - 2014 Sasya Auto Ltd, Kurnool ~ 38 ~ Top Management: i) To improve through process and analytical ability in order to uncover and examine problems and take decisions in the best interests of the country and organization; ii) To think trough problems which may confront the organization now or in the future; iii) To understand economic, technical and institutional forces in order to solve business problem: and iv) To acquire knowledge about the problems of human relation. Middle Line Management: i) To establish a clear picture of Ist class employee functions and responsibilities; ii) To bring about an awareness of the board aspects of management problem: iii) To develop the ability to analyses problems and to take appropriate action; iv) To develop familiarity with the managerial uses of financial accounting, psychology, business law and business statistics; v) To inculcate knowledge of human motivation and human relationships; and vi) To develop responsible leadership. Middle Functional Ist class employees and Specialists i) To increase knowledge of business function and operations in specific fields in marketing production, finance, personnel; ii) To increase proficiency in management techniques such as work study, inventory control, operations research. iii) To understand and functions performed in the company iv) To understand industrial relations problems and v) To develop the ability to analyse problems in ones area or functions. Process of Ist class employee Development: The Ist class employee development programmes are as follows i) Analysis of Development Needs ii) Appraisal of present Managerial Talent iii) Inventory of Ist class employee Manpower iv) Planning Individual Development Programmes. v) Establish MotivationProgrammes vi) Evaluating Development Programmes.
Training Need Assessment 2012 - 2014 Sasya Auto Ltd, Kurnool ~ 39 ~ Analysis of Development Needs: First of all the present and future development needs of the organization are ascertained. It is necessary to determine how many and what type of Ist class employee are required to meet the present and future needs of the enterprise. This calls for organizational planning. Then job descriptions and specifications are prepared for all Ist class employee positions to know the type of knowledge, skills, training and experience required for each position. Appraisal of present Managerial Talent: A qualitative assessment of the existing Ist class employees is made to determine the type of Ist class employee talent available with in the organization. The performance of every Ist class employee is compared with the standard expected of him.
Inventory of Ist class employee Manpower: This inventory is prepared to obtain complete information about each Ist class employee. Data on the age, education, experience, health, test results, and performance appraisal result is collected. This information is maintained on cards or replacement tables, one for each Ist class employee. Planning Individual Development Programmes: Each one of us has a unique set of physical, intellectual, and emotional characteristic. Therefore development plan should be tailor made for each individual. Such programmes of development should give due attention to the interests and goals of the subordinates as well as to the Motivationopportunities existing in the organization. Establishing MotivationProgrammes: The human resource department prepares comprehensive and well-conceived programmes. The department identifies developing needs and may launch specific courses in fields of leadership, decision making etc. Evaluating development Programmes: Considerable money, time, and efforts are spent on Ist class employee development programmes. It is therefore; natural to find out to what extent the programme objectives have been achieved. Observation of the trainees behavior, rating of the training elements, opinion surveys, interview, tests, and changes in productivity, quality, cost etc., can be used to evaluate development programmes.
Training Need Assessment 2012 - 2014 Sasya Auto Ltd, Kurnool ~ 40 ~ Methods and Techniques of Ist class employee Development: It is of two types i) one-the-job Techniques ii) off-the-job Techniques On-the-job Techniques: It is divided into some groups. Coaching: In this method, the superior guides and instruct the trainee as a coach. The coach or counselor sets mutually agreed upon goals, suggest how to achieve these goals, periodically reviews the trainees progress and suggests changes required in behavior and performance. Understudy: An understudy is a person selected and being trained as the apparent to assume at a future time the full duties and responsibilities of the position presently held by his superior. In this way a fully trained person becomes available to replace a manager during his long absence or illness, on this retirement, transfer, promotion, or death. Position Rotation: It involves movement or transfer of Ist class employees from one position or job to another on some planned basis. Position rotation is also called job rotation. The aim is to broaden the knowledge, skills, and outlook of Ist class employees. Job rotation or position rotation is often designed for junior Ist class employees. It may continue for a period ranging from six months to two years. Project Assignment: Under this method a number of trainee Ist class employees are put together to work on a project directly related to their functional area. The group called project team or task force will study the problem and find appropriate solution. This is a flexible training device due to temporary nature of assignments. Committee Assignment: A permanent committee consisting of trainee Ist class employees is constituted. All the trainees participate in the deliberations of the committee. Trough discussion in committee meeting they are acquainted with different viewpoints and alternative methods of problem solving. They also learn interpersonal skills.
Training Need Assessment 2012 - 2014 Sasya Auto Ltd, Kurnool ~ 41 ~ Multiple Management: Under it, a junior board of young Ist class employees is constituted. Major problems are analyzed in the junior board, which makes recommendations to the Board of Directors. The young Ist class employees learn decision making skills and the Board of Directors received considerable exposure to problems and issues. Selective Reading Managing has become a specialized job requiring a close touch with the latest developments in their field. By reading selected professional books and journals, mangers can keep in touch with the latest research finding, theories, and techniques in management. Lectures These are formally organized talk by an instructor on specific topics. Lecture is essential when technical or special information of a complex nature is to be provided. These can be supplemented by discussions, case studies, demonstrations, audio visual aids, and film shows. Lecture method is a simple way of imparting knowledge to a large number of persons within a short time. Lecture method can be made effective in the following ways: i) A lecture should be well planned as to its purpose and contents ii) The lecturer should be competent and a good speaker iii) The lecture should not be for more than an hour. iv) The lecture should be made interesting through leading questions, guided discussions, and audio visual aids. Group Discussions It is a variant of the lecture method. Under it, paper is prepared and presented by one or more trainees on the selected topic. This followed by a critical discussion. The chairman of the discussion or seminar summarizes the contents of the paper and the discussion with the related topics. Conference Method A conference is a meeting of several people to discuss the subject of common interest. However, contribution from members can be expected as each one builds upon ideas of other participants. This method is best suited when a problem has to be analyzed and examined from different viewpoints. The success of the conference depends on the conference leader.
Training Need Assessment 2012 - 2014 Sasya Auto Ltd, Kurnool ~ 42 ~
Chapter 3 DATA NALYSIS & INTREPRETATION
Training Need Assessment 2012 - 2014 Sasya Auto Ltd, Kurnool ~ 43 ~ Table 1. Do you think that the training is really necessary?
Is training important No. of Respondents Percentage of Respondents Yes 36 60 No 24 40 Total 60 100%
Interpretation The above table is aimed to show the importance of training in view of employees and according to the table it is clear that 60% of the respondents think that the training is necessary, and 40% of the respondents think that it is not.
Training Need Assessment 2012 - 2014 Sasya Auto Ltd, Kurnool ~ 44 ~ Graph No. 1. Do you think that the training is really necessary?
60 40 Whetherto Training important to you Yes No Training Need Assessment 2012 - 2014 Sasya Auto Ltd, Kurnool ~ 45 ~
Table 2. Did the training help you to improve your performance?
Training help improving No. of Respondents Percentage of Respondents Yes 42 70% No 18 30% Total 60 100%
Interpretation From the above table it is concluded that 70% of the respondents think that training improves performance in the job and where 30% of the respondents think that training does not help to improve performance.
Training Need Assessment 2012 - 2014 Sasya Auto Ltd, Kurnool ~ 46 ~ Graph 2. Did the training help you to improve your performance?
70% 30% Whether training helps in improvment Yes No Training Need Assessment 2012 - 2014 Sasya Auto Ltd, Kurnool ~ 47 ~ Table 3. Did you have any training counsels or committee in your organization?
Presence of counsel or committee No. of Respondents Percentage of Respondents Yes 54 90% No 6 10% Total 60 100%
Interpretation According to the above table, 90% of the respondents say yes that they have training counsels or committee in organization, where 10% say they dont have one.
Training Need Assessment 2012 - 2014 Sasya Auto Ltd, Kurnool ~ 48 ~ Graph 3. Did you have any training counsels or committee in your organization?
90% 10% Presene of Counsel or Committee Yes No Training Need Assessment 2012 - 2014 Sasya Auto Ltd, Kurnool ~ 49 ~ Table 4. Have you undergone any training in this organization?
Undergone a training No. of Respondents Percentage of Respondents Yes 48 80% No 12 20% Total 60 100%
Interpretation From the above table it is concluded that 80% of the respondents have undergone training program in this organization, and 20% have not gone in any training program.
Training Need Assessment 2012 - 2014 Sasya Auto Ltd, Kurnool ~ 50 ~ Graph 4. Have you undergone any training in this organization?
80% 20% Have you undergone any training program Yes No Training Need Assessment 2012 - 2014 Sasya Auto Ltd, Kurnool ~ 51 ~ Table 5: Are you satisfied with your current job?
Satisfaction on current job No. of Respondents Percentage of Respondents Yes 42 70% No 18 30% Total 60 100%
Interpretation The above table reveals that most of the respondents that is 70% are satisfied with their current job on the job and it also indicates that some of the respondents i.e. 30% are not satisfied with the job job.
Training Need Assessment 2012 - 2014 Sasya Auto Ltd, Kurnool ~ 52 ~ Graph No.5: Are you satisfied with your current performance?
76% 24% 0% 10% 20% 30% 40% 50% 60% 70% 80% Yes No Satisfaction on current performance Percentage of Respondents Training Need Assessment 2012 - 2014 Sasya Auto Ltd, Kurnool ~ 53 ~
Table 6. How you feel your current performance can be increased?
Improvement of current performance through No. of Respondents Percentage of Respondents Training programs 27 54% Working conditions 5 10% Adopt ion of new techniques 15 30% Providing better facilities 3 6% Total 50 100%
Interpretation From the above table it is concluded that respondents feel that they can improve their job performance through Training programs i.e. 27%, through Work conditions i.e. 10% through Adopt of new techniques i.e. 30% and through Providing better facilities i.e. 6%
Training Need Assessment 2012 - 2014 Sasya Auto Ltd, Kurnool ~ 54 ~
Graph No.6 How you feel your current performance can be increased?
54% 9% 30% 6% Improvement of Current Performance through Training programs Working conditions Adopt ion of new techniques Providing better facilities Training Need Assessment 2012 - 2014 Sasya Auto Ltd, Kurnool ~ 55 ~ Table 7. Whether your company goes for Training Need Assessment program?
Particulars No. of Respondents Percentage of Respondents Yes 54 90% No 6 10% Total 60 100%
Interpretation From the above table, according to the employees 90% of the respondents say that the company goes for training needs and assessments program and 10% responded in no that the company doesnt go for training need and assessment program.
Training Need Assessment 2012 - 2014 Sasya Auto Ltd, Kurnool ~ 56 ~ Graph 7. Whether your company goes for Training Need Assessment program?
0% 10% 20% 30% 40% 50% 60% 70% 80% 90% Yes No 90% 10% Does the Organization holds TNA Percentage of Respondents Training Need Assessment 2012 - 2014 Sasya Auto Ltd, Kurnool ~ 57 ~ Table 8. How your organization organizes Training Need Assessment program?
Particulars No. of Respondents Percentage of Respondents When technical changes 30 50% When any employee required training 12 20% When new program implemented 18 30% Total 60 100%
Interpretation The above table is aimed to show the reason for organizing a training program for employees in the organization and the table states as follows; 50% of the respondents say When technical changes are there company organizes training program, 30% say when new program implemented, and the rest 20% say when any employee required training, then the organiztion goes for training program.
Training Need Assessment 2012 - 2014 Sasya Auto Ltd, Kurnool ~ 58 ~ Graph 8. How your organization organizes Training Need Assessment program?
50% 20% 30% 0% 10% 20% 30% 40% 50% 60% When technical changes When any employee required training When new program implemented When the Organization Organizes TNA Percentage of Respondents Training Need Assessment 2012 - 2014 Sasya Auto Ltd, Kurnool ~ 59 ~ Table 9. Are your objectives of the program in accordance with employee needs and were made clear to you? Particulars No. of Respondents Percentage of Respondents Strongly agree 12 20% Agree 32 53% Neutral 10 17% Disagree 6 10% Strongly disagree 0 0% Total 60 100%
Interpretation The above table is aimed to show that the training objectives were made comprehensible to the employees before the program being held, and according to the table 53% of the employees Agree, that the objectives of the program were made clear to them before the program being held, 20% of the respondents strongly agree, 17% of the respondents are neutral when it was asked to them, and the remain 10% disagree.
Training Need Assessment 2012 - 2014 Sasya Auto Ltd, Kurnool ~ 60 ~ Graph 9. Are your objectives of the program in accordance with employee needs and were made clear to you?
0% 10% 20% 30% 40% 50% 60% Strongly agree Agree Neutral Disagree Strongly disagree 20% 53% 17% 10% 0% Objectives made clear to you Percentage of Respondents Training Need Assessment 2012 - 2014 Sasya Auto Ltd, Kurnool ~ 61 ~ Table 10. How many times does the organization, organizes Training program in a year?
Particulars No. of Respondents Percentage of Respondents Once in a year 42 70% Twice in a year 12 20% more than twice 6 10% Total 60 100%
Interpretation From the above table it is concluded that 70% of the respondents say that the organization organizes training program once in a year, where 20% of the respondents say that the organization organizes training program twice in a year and the rest 10% of the employees say that the training program held in organization for them is more than twice in a year.
Training Need Assessment 2012 - 2014 Sasya Auto Ltd, Kurnool ~ 62 ~ Graph 10. How many times does the organization, organizes Training program in a year?
0% 10% 20% 30% 40% 50% 60% 70% Once in a year Twice in a year more than twice 70% 20% 10% How many times TNA organized by the Organization Percentage of Respondents Training Need Assessment 2012 - 2014 Sasya Auto Ltd, Kurnool ~ 63 ~ Table 11. Which type of training program have you attended in the organization?
Particulars No. of Respondents Percentage of Respondents On the Job Training 45 75% Off the Job Training 15 25% Total 60 100%
Interpretation From the above table it is concluded that 75% of the employees have attended on the job training in the organization, and the rest 25% of the employees have attended off the job training in the organization.
Training Need Assessment 2012 - 2014 Sasya Auto Ltd, Kurnool ~ 64 ~
Graph 11. Which type of training program have you attended in the organization?
0% 10% 20% 30% 40% 50% 60% 70% 80% On the Job Training Off the Job Training Which TNA Program have you attended Percentage of Respondents Training Need Assessment 2012 - 2014 Sasya Auto Ltd, Kurnool ~ 65 ~ Table 12. Which type of training do you required?
Type of training required No. of Respondents Percentage of Respondents On the job training 40 67% Off the job training 20 33% Total 50 100%
Interpretation The above table is describing the respondents view on what type of training they require for the improvement and according to the table, 67% of the respondents prefer to have On the job training and the rest 33% of the respondents prefer to have Off the job training.
Training Need Assessment 2012 - 2014 Sasya Auto Ltd, Kurnool ~ 66 ~ Graph 12. Which type of training do you required?
67% 33% 0% 10% 20% 30% 40% 50% 60% 70% 80% On the job training Off the job training Which TNA Program do you require Percentage of Respondents Training Need Assessment 2012 - 2014 Sasya Auto Ltd, Kurnool ~ 67 ~ Table 13. If on the job which method do you prefer?
Method you prefer No. of Respondents Percentage of Respondents Coaching 18 30% Job instruction 36 60% Job rotation 6 10% Total 60 100%
Interpretation The above table show the respondents preference on method of training if have an opportunity to have on the job training and according to the table 30% of the respondents prefer Coaching method, 60% of the respondents prefer Job instruction and the rest 10% prefer Job rotation.
Training Need Assessment 2012 - 2014 Sasya Auto Ltd, Kurnool ~ 68 ~ Graph 13. If on the job which method do you prefer?
0 10 20 30 40 50 60 70 Coaching Job instruction Job rotation 28 64 8 Method you prefer for on job training Percentage of Respondents Training Need Assessment 2012 - 2014 Sasya Auto Ltd, Kurnool ~ 69 ~
Table 14. If off the job which method you prefer?
Method you prefer No. of Respondents Percentage of Respondents Role playing 22 37% Conferences 12 20% Lectures 12 20% Programmed instructions 14 23% Total 60 100%
Interpretation The above table show the respondents preference on method of training if have an opportunity to have off the job training and according to the table 37% of the respondents prefer Role playing, 20% of the respondents prefer Conferences, 20% of the respondents prefer Lectures and the rest 23% of the respondents prefer Programmed instruction.
Training Need Assessment 2012 - 2014 Sasya Auto Ltd, Kurnool ~ 70 ~
Graph 14. If off the job which method you prefer?
37% 20% 20% 23% 0% 5% 10% 15% 20% 25% 30% 35% 40% Role playing Conferences Lectures Programmed instructions Method you prefer for off the job training Percentage of Respondents Training Need Assessment 2012 - 2014 Sasya Auto Ltd, Kurnool ~ 71 ~ Table 15. What is the ideal duration of the training?
Duration of training require No. of Respondents Percentage of Respondents Half day 10 17% One day 23 38% More than 2 days 13 22% According to the programme 14 23% Total 60 100%
Interpretation The table is describing the duration of training require by the respondents during the training program and according to the table 23% of the respondents want to have training program according to the program, 22% of the respondents wants to have training program for more than 2 days, 23% of the respondents want to have training program for one day and the rest 17% of the respondents want to have training program for Half day.
Training Need Assessment 2012 - 2014 Sasya Auto Ltd, Kurnool ~ 72 ~ Graph 15. What is the ideal duration of the training?
17% 38% 22% 23% Ideal Duration of the Training program Half day One day More than 2 days According to the programme Training Need Assessment 2012 - 2014 Sasya Auto Ltd, Kurnool ~ 73 ~ Table 16. Are the sessions interactive with sufficient opportunities given to you to seek clarifications and to participate in the discussion?
Particulars No. of Respondents Percentage of Respondents Strongly agree 15 25% Agree 24 40% Neutral 18 30% Disagree 3 5% Strongly disagree 0 0% Total 60 100%
Interpretation From the above table it is concluded that 40% of the respondents agree that the sufficient opportunities and participation in the discussion is given to them, 30% of the respondents are neutral on it, where 25% of the respondents strongly agree it as a fact and the rest 5% of the respondents disagree with it.
Training Need Assessment 2012 - 2014 Sasya Auto Ltd, Kurnool ~ 74 ~ Graph 16. Are the sessions interactive with sufficient opportunities given to you to seek clarifications and to participate in the discussion?
25% 40% 30% 5% 0% 0% 5% 10% 15% 20% 25% 30% 35% 40% 45% Strongly agree Agree Neutral Disagree Strongly disagree Are you opportunated for clarification and discussion Percentage of Respondents Training Need Assessment 2012 - 2014 Sasya Auto Ltd, Kurnool ~ 75 ~
Table 17. Are you given sufficient freedom to give rating of individual session?
Particulars No. of Respondents Percentage of Respondents Strongly agree 20 33% Agree 36 60% Neutral 4 7% Disagree 0 0% Strongly disagree 0 0% Total 60 100%
Interpretation The above table is shown to know whether the employees are given freedom to give their opinions and rating of individual sessions and it is stated that 60% agree that they have freedom to rate individual sessions, 33% of the respondents strongly agree, and the rest 7% are neutral on it and no employee has gone in a negative approach about it.
Training Need Assessment 2012 - 2014 Sasya Auto Ltd, Kurnool ~ 76 ~ Graph 17. Are you given sufficient freedom to give rating of individual session?
0% 10% 20% 30% 40% 50% 60% Strongly agree Agree Neutral Disagree Strongly disagree Freedom to give rating of individual session Percentage of Respondents Training Need Assessment 2012 - 2014 Sasya Auto Ltd, Kurnool ~ 77 ~ Table 18. Rate the following benefits of training on the scale:
Rate benefits of training No. of Respondents Percentage of Respondents Quick learning 6 10% Higher productivity 7 22% Improved quality 3 5% Standardization of procedures 14 23% Better utilization of new technology 12 20% Optimum utilization of resources 6 10% Less supervision required 6 10% Better management 6 10% Total 60 100%
Interpretation The above table is aimed to show the respondents opinions on the benefits if have gone through a training program and according to the responses in the table by the respondents it shows 5% of the respondents feel it improves Higher productivity or sales, 10% of the respondents feel it improves optimum utilization of resources, 10% of the respondents feel it hold better management, 20% of the respondents feel it hold better utilization of new technology, 10% of the respondents feel it hold less supervision required, 23% of the respondents feel it hold standardization of procedures, 5% of the respondents feel it improve quality of work, 10% of the respondents it improves Quick learning.
Training Need Assessment 2012 - 2014 Sasya Auto Ltd, Kurnool ~ 78 ~ Graph 18. Rate the following benefits of training on the scale:
10% 22% 5% 23% 20% 10% 10% 10% 0% 5% 10% 15% 20% 25% Benefits you get from TNA Percentage of Respondents Training Need Assessment 2012 - 2014 Sasya Auto Ltd, Kurnool ~ 79 ~
Table 19. Do you feel any improvement after entered into this organization?
Particulars No. of Respondents Percentage of Respondents Improvement in standard of living 14 23% improvement in Social status 25 42% Others 11 18% Improvement in culture 10 17% Total 60 100%
Interpretation The above table is aimed to show the employees development in their lives in various aspects after joining in the organization and it is stated that 42% of the employees find development in their social status, 23% of the respondents find development in standard of living, 17% of the respondents find improvement in culture, and the rest 18% find development in others aspects.
Training Need Assessment 2012 - 2014 Sasya Auto Ltd, Kurnool ~ 80 ~ Graph 19. Do you feel any improvement after entered into this organization?
0% 5% 10% 15% 20% 25% 30% 35% 40% 45% Improvement in standard of living improvement in Social status Others Improvement in culture 23% 42% 18% 17% Improvement of Employees once enter in organization Percentage of Respondents Training Need Assessment 2012 - 2014 Sasya Auto Ltd, Kurnool ~ 81 ~ Table 20. Are the employees are satisfied with the training program?
Particulars No. of Respondents Percentage of Respondents Highly dissatisfied 2 3% Dissatisfied 3 5% Neutral 18 30% Satisfied 30 50% Highly satisfied 7 12% Total 60 100%
Interpretation The above table is aimed to show the employees satisfaction level after obtaining training program in the organization and the table concluded that 50% of the respondents are satisfied with the training program, 30% of the respondents are neutral, 12% of the respondents are highly satisfied with the training program, 5% of the respondents are dissatisfied and the rest 2% of the respondents are highly dissatisfied with the training program.
Training Need Assessment 2012 - 2014 Sasya Auto Ltd, Kurnool ~ 82 ~ Graph 20. Are the employees are satisfied with the training program?
3% 5% 18% 50% 12% 62% Employees Satisfaction Level towards Training program Highly dissatisfied Dissatisfied Neutral Satisfied Highly satisfied Training Need Assessment 2012 - 2014 Sasya Auto Ltd, Kurnool ~ 83 ~
Chapter 4 Findings Suggestions Conclusion
Training Need Assessment 2012 - 2014 Sasya Auto Ltd, Kurnool ~ 84 ~ Findings
Most of the respondents who feel their performance can be increased credit the training programmes held at Sasya Motors, Hero Motocorp. As per the response of the employees the training programme are organized at regular intervals at the training and development centre & at the Sasya Motors. Training programs are very well preplanned and organized, from faculty to duration and from methodology to contents everything is decided which shows the effective time management of the company. Training programs are organized as per the demand and requirement; the appraisal forms filled by the HOD are the most important criteria for calling an employee at the specific training programme. Recommendations are always welcomed and proper support from supervisors and subordinates are provided to employees. Faculties are called from outside as per the demand of the programme.
Training Need Assessment 2012 - 2014 Sasya Auto Ltd, Kurnool ~ 85 ~ Suggestions The current performance of managers and executives can be increased by providing better growth opportunities & that of staff and officers by training. More on the job training should be provided the off the job training & job rotation should be considered in on the job training. Improved quality, better utilization of new technology and better management are most important benefits of training from the organizations point of view. Confidence building and acquiring new skills are the most important benefits of training from the point of view of the employees. Training is required by the most of the employees in area of the communication skills and managerial skills. In communication skills they require training mainly in presentation skills and verbal skills, while in case of managerial skills training is required in areas of stress and time management. Staff level employees are more interested in creativity and innovation related workshops. Some programs are department specific, to increase efficiency these should be focused-but at this time of cost cutting they should not be organized for personnel basis.
Training Need Assessment 2012 - 2014 Sasya Auto Ltd, Kurnool ~ 86 ~ Conclusion Sasya Motors is committed to safety and health of its employees and other persons who may be affected by its operations. It believes that the safe work practices lead to better business performance, motivated workforce and higher productivity. With this view point Sasya Motors has always gone through the training programs for its employees on need basis which helps it to grow efficiently and improve the sales and maintain customers with good relations. Through training need assessment it is concluded that Sasya motors are sincere and careful for its employee growth which leads the growth of the organization and it has done well to capture attention of the employees towards work allotted to them which leads to reach the goal of the organization.
Training Need Assessment 2012 - 2014 Sasya Auto Ltd, Kurnool ~ 87 ~
Chapter 5 Questionnaire Bibliography
Training Need Assessment 2012 - 2014 Sasya Auto Ltd, Kurnool ~ 88 ~ QUESTIONNAIRE Name: _______________________ Designation : _______________________ Email: _______________________ Contact : _______________________ 1. Do you think that the training is really necessary? [ ] a) Yes b) No 2. Did the training help you to improve your performance? [ ] a) Yes b) No 3. Did you have any training counsels or committee in your organization? [ ] a) Yes b) No 4. Have you undergone any training in this organization? [ ] a) Yes b) No 5. Are you satisfied with your current job? [ ] a) Yes b) No 6. How do you feel your current performance can be increased? [ ] Through: a) Training programs b) Working conditions c) Adoption of new techniques d) Providing better facilities 7. Whether your company goes for Training Need Assessment program? [ ] a) Yes b) No 8. How your organization organizes Training Need Assessment program? [ ] a) When technical changes b) When any employee required training c) When new program implemented 9. Are your objectives of the program in accordance with employee needs and were made clear to you? [ ] a) Strongly agree b) Agree c) Neutral d) Disagree e) Strongly disagree 10. How many times does the organization organizes Training program in a year? a) Once in a year b) Twice in a year c) more than twice [ ] 11. Which type of training program have you attended in the organization? [ ] a) On the Job Training b) Off the Job Training 12. Which type of training do you required? [ ] a) On the Job Training b) Off the Job Training
Training Need Assessment 2012 - 2014 Sasya Auto Ltd, Kurnool ~ 89 ~ 13. If on the job, which method do you prefer? [ ] a) Coaching b) Job instruction c) Job rotation 14. If off the job training which method do you prefer? [ ] a) Role playing b) Conferences c) Lectures d) Program instruction 15. What is the ideal duration of the training? [ ] a) Half day b) one day c) More than 2 days d) According to the program 16. Are the sessions interactive with sufficient opportunities given to you to seek clarifications and to participate in the discussion? [ ] a) Strongly agree b) Agree c) Neutral d) Disagree e) Strongly disagree 17. Are you given sufficient freedom to give rating of individual session? [ ] a) Strongly agree b) Agree c) Neutral d) Disagree e) Strongly disagree 18. Rate the following benefits of training on the scale: [ ] a) Quick learning b) Better utilization of new technology c) Higher productivity c) Optimum utilization of resources e) Improved quality f) Less supervision required g) Standardization of procedures h) Better management 19. Do you feel any improvement after entered into this organization? [ ] a) Improvement in standard of living b) improvement in Social status c) Others d) Improvement in culture 20. Are the employees are satisfied with the training program? [ ] a) Highly dissatisfied b) Dissatisfied c) Neutral d) Satisfied e) Highly satisfied
Please specify any changes that you recommend to be done during training program: ___________________________________________________________________________ ___________________________________________________________________________ ______________________________________________________________
Thank You for your time Training Need Assessment 2012 - 2014 Sasya Auto Ltd, Kurnool ~ 90 ~ Bibliography Websites:
Information from Sasya Motors. Human Resource Management V S P Rao Marketing Management Philip Kotler Personal management C.B.Mamoria Human resource management by C.B Gupta Human resource management by P. Subha Rao Resource methodology by C.R.Kothari