CHAPTER I

INTRODUCTION

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 INTRODUCTION

TRAINING AND DEVELOPMENT

Concept & Definition

In the field of human resource management, TRAINING AND DEVELOPMENT is the

field concerned with organizational activity

Aimed at bettering the performance of Individuals and groups in organizational settings.

It has been known by several names, including employee development, human resource

development, and learning and development.

After the selection of people for various jobs, the next function of Management is to

arrange for their training. This is because a successful candidateplaced on the job needs

training to perform their duties effectively. The aim of training is to develop new skills,

knowledge or expertise of the employees at all levels, particularly in a world of fast

changing technology and environment.

An employee who is prepared in terms of skills, knowledge and orientation is in a far

better position to tackle the job assigned to him, than one, who has to learnthe hard way.

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The employees at all level be it a worker, supervisor, manager &executive need to be

developed in order to enable them to grow and acquire maturity of thought and actions.

The purpose of both training and development is similar. The main difference between

the two is in respect of levels of employees for whom these are meant, and the contents

and techniques employed.

Training is a short-term process utilizing a systematic and organized Procedure by which

non-managerial personnel acquire technical knowledge and Skillsfor a definite purpose.

It refers to instructions in technical and mechanical operations, like operation of some

machine. Training refers to the process of imparting specific skills.

It is designed primarily for non-managers, it is a short duration, and it is for a specific

job-related purpose.

According to Dale S. Beach, “Training is the organized procedureby which learn

knowledge and skill for a definite purpose.”

1. Training And Development

Training is one of the most important tools for developing human resource.

Hence,identification of training competency profile in terms of Vision, Mission of the

Company would be the strategic point of the training and development strategy of the

Company. The following objectives have been set in this regard:-

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• To provide training to all employees at regular intervals in a plan Period of 5

years.

• Training to become an integral component of individual professional evolution

byupdating knowledge to avoid obsolescence enhancing professional creativity and

enabling employees to shoulder higher responsibility creatingbusiness trend and strategic

thinking to take up new business challenges (creation of Centre of Excellence, etc)

The goals of training will be to progressively achieve 7 days training per employee per

year with a budget of 2% of annual Wage Bill.

Keeping in view the organizational requirement and goals and objectives of training, the

following have been identified as the key focus areas of training:

• Technology

• Tooling

• Quality

• Information Technology

Further, to facilitate the development of soft skills (change of mind-set, managerial

development etc.) training would be imparted on a continuous basis. Tie-ups with

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Centers of Excellence like IITs, NDC, FIAS France etc. for imparting training would be

given prime importance.

1. Man Power Planning

Out sourcing of low tech and medium tech jobs.Fresh induction only in critical / highly

specialized areas based onrequirements due to increase in work load and superannotation

profile(Annexure-II). In the Workmen Cadre, induction will be restricted toDirect

Workmenonly.

Improving the existing qualification profile by focusing on induction ofprofessionally

qualified personnel and diploma holders

Hence focus of recruitment would be to recruit people with a combination of Knowledge,

skill, experience and attitude in line with the organizational requirementthrough

appropriate manpower plan both short term (contract appointments) andlong term

recruitment programmer.

2. Performance Appraisal:

Appraising people for meeting the Company's goal would be the prime focus of

Performance management. The new Performance Appraisal System based on

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workplanning and commitment (mutually agreed tasks) , self-review and

performanceanalysis, performance review and feedback would ensure that the focus

would be onvalue adding activities rather than on routine activities which bear no

relationshipwith the Organization’s goals and objectives.

Identification of low performers and resultant corrective action throughout the Company

would be given priority. Similarly, faster career growth opportunity would be provided to

high performers.

3. Reward System

The focus of the reward system in the Company is to promote team work and Cultivate a

sense of achievement and excellence in the Organization. This is in addition to the

existing scheme of reward for an individual who innovatively and creatively makes

exemplary contributions in the key thrust areas of the Company that would lead to its

achieving overall excellence. Coupled with the above, schemeslike "Inter Divisional

Competition" and "Profit Sharing Scheme" have been institutionalized in the Company

for team reward.

4. Scheme For Learning And Certification ForExecutives

A "Learning Organization" is essential for survival in the present era of Liberalization,

Privatization and Globalization. Therefore, "Knowledge" is the only core competence of

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Organizations for copies with changes. Since individual knowledge is the starting point

for organizational knowledge, it is only the employees who can convert knowledge into

efficient actions. Line with the above philosophy, among other initiatives like

institutionalizing Learning Centers in Divisions etc., HAL has also introduced the

scheme for Learning and Certification for executives as a starting point for building

individual knowledge.

The scheme inter-alias provides an opportunity for the Junior and Middle Management

Cadre Executives to broaden their perspective by not only learning about all functions

and procedures in their respective disciplines but also in related areas and overall

knowledge about the Organization and its environment. So far, approximately, 45%

(both for "O" & "A" level) of executives have been certified(Annexure IV). It is

proposed to expand the coverage of this scheme further, ifrequired, by linking the

scheme to some kind of reward mechanism.Lastly, the HRD Plan will also include time-

to-time OD Interventions to address specific requirement of the Company.

Training and development encompasses three main activities:

Training, education, and developmentGaravan, Costine, and Heraty, of the Irish

Institute of Training and Development, note that these ideas are often considered to be

synonymous.

However, to practitioners, they encompass three separate, although interrelated,

activities.

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Training

This activity is both focused upon, and evaluated against, the job that an individual

currently holds.

Education

This activity focuses upon the jobs that an individual may potentially hold in the future,

and is evaluated against those jobs.

Development

This activity focuses upon the activities that the organization employing the individual,

or that the individual is part of, may partake in the future, and is almost impossible to

evaluate.

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 TRAINING IS DIFFERENT FROM

EDUCATION AND DEVELOPMENT

The economic scenario in India has undergone a tremendous change over the last few

years. The process has been hastened by the initiatives of the government to liberalize the

economy and integrate it with the global environment. Liberalization and globalization

have caused a lot of change in different organizations, which istheir response to the

changing conditions. In this scenario, any organization is faced with the challenges of

coping with the change and preparing the enterprise, so that it can adapt adequately to

environmental (external)changes.

One of the important elements of this dynamic environment is our Human resources who

can and will play an important role in constantly adopting new developments and making

change work. Of all the complicated machinery that the modern industry employs the

most complicated is the man who operates the other machines. With the rapid

advancement of technology all the other machines are replaced one day. However, no

technology has been and probably will ever be able to replace man.

Human resources is an inevitable part of any organization and particularly their training

is an aspect which organizations have to attend for future success. In view of the

increased pressure to stay competitive, organizations and individuals have to reorient

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their training systems. The demands of industry and commerce are continually changing

and are reflected in the activities of the training department and the training programmes.

New approaches, skills, operations and procedures require either new training

programmes or modifications of existing ones. This in turn affects the members of the

training department-planners, designers, trainers, and administrators who have to develop

different programmers.

The training process is complex and starts at a decision making event. The success of

training professionals in the developed and industrialized countries is indicated by the

fact that training got more respect and was seen as the main HRD tool. A well planned

training programmer assists people at work to achieve organizational goals while at the

same time develop their individual potential. In order to achieve this, need assessment of

training and analysis has to be properly conducted which can have a profound impact on

the organization and its performance in any economic scenario. It improves the quality of

training programmes as well as the effectiveness of the training function. In other words,

a proper need assessment improves an organizations performance by discovering training

and non-training problems and their areas of influence.

Today, the work place and the work force are going through many changes. IN Terms of

work place, the increased use of high technology, the continuing shift from a

manufacturing to a service economy and the increasingly global business world

necessitates ongoing employees training programme. In terms of the changing work

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force, the increasing number of immigrants with limited educational back ground as well

as continuing problems in the primary and secondary educational systems compels the

organizations to provide for training programmers’. To make the organization

productive, it is essential that the individual skills be developed to achieve and fulfill the

organizational needs. In this critical context, training has animportant role to play.

Training is also essential for maintaining global competitions. In India training needs

continue to be assessed less seriously and in the primitive ways in most organizations.

The effectiveness of training is very rarely assessed. Itis because of this context of

training in India today. I have been encouraged to see and identify training needs, their

evaluation, existing training programmes and the effectiveness of training programmes in

“HAL, LUCKNOW DIVISION”. The findings provide insights into the current status of

the training function at HAL and also the information on the benefits of training.

1. Training is different from education:

Education is theoretical learning in classroom.Training is the act of increasing the

knowledge and skills of an employee for doing a particular job. It is concerned with

imparting specific skills for a particular purpose. It attempts to improve the employees

performance on the current job or prepare then for an intended job. On the other hand,

education is a broader term concerned with increasing the knowledge and understanding

of theemployee’s total environment.

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Education develops a rational and educational mind that can determine relationships

among pertinent variables and thereby understand phenomena. It is theoretical learning

in class rooms which involves a range of skills and expertise which can beprovided only

by education al institutions.

Training and education differentiated

S.No. Training Education

1) Application Theoretical Orientation
2) Job experience Class room learning
3) Specific tasks General concepts
4) Narrow perspective Broad perspective

2. Training is also different development:

Development refers to the learning opportunities designed to help employees grow.

Development is a long-term educational process utilizing a systematic and organized

procedure by which managerial personnel learn conceptual and theoretical knowledge for

general purpose. It is not primarily skill oriented instead; itprovides general knowledge

and attitudes which will be helpful to employees in high positions. Efforts towards

development often depend on personnel drive and ambition. Development activities,

such as those supplied by management development programmers are generally

voluntary.

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Inputs In Training And Development

Any training and development programme must contain inputs which enable the

participants to gain skills, learn theoretical concepts and help acquire vision to look in to

the distinct future. In addition to these, there is a need to impart ethical orientation,

emphasis on attitudinal changes and stress upon decision-making and problem solving

abilities.

Need for basic purposes of training:

• To increase productivity.

• To improve quality and quantity of production.

• To help a company fulfill its future personnel needs.

• To improve organizational climate.

• To improve Health and Safety.

• Obsolescence prevention.

• Stability in organization.

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Training objectives:

Every programme and every nominee to an external programme should have a clearly

designed objective. The objectives are statements of purpose and will give anyone who

reads it, a clear indication of the planned achievement. Clarity of purpose at that time of

formulation is necessary, in order that both participants and the respective departments

are clear as to the benefits that will derive as a result of the training.

Two of the most commonly stated objectives of the training process in a work

organization are –

• To assist workers to perform at the optimum level in current jobs.

• To develop employees for future jobs.

An often stated aim is to strengthen the organization’s ‘culture’ by developing a broad

understanding of the way that we do things here.

Training Policy:

To ensure that the organization’s workforce is effective, every company or organization

should have a well-established training policy. Such a policy representsthe top

management’s commitment to the training of its employees, and comprises rules and

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procedure governing the standards of scope of training. A training policy is considered

necessary for the following reasons:-

• To indicate a company’s intention to develop its personnel; to provide Guidance

in the framing and implementation of programmers’ and toProvide information

concerning them to all concerned.

• To discover critical areas where training is to be given on a priority bases ;

• To provide suitable opportunities to the employees for their own betterment.

The training process:

Since training is a continuous process and since it consumes time and Entails much

expenditure, it is necessary that trainingprogrammed or policy Should be prepared with

great thought and care, for it should serve the purpose of the establishment as wells the

needs of employees.

A successful training programmer presumes that sufficient care has been taken to

discover areas in which it is needed most and to create the necessary environment for its

conduct.

The selected trainer should be one who clearly understands his job and has professional

expertise, has an aptitude and ability for teaching, possesses a pleasing personality and a

capacity for leadership, is well versed in the principles and methods of training in

relation to an enterprise.

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 MEASURING EFFECTIVENES IN MANAGEMENT

TRAINING $ DEVELOPMENT

Successfully measuring effectiveness in management training and development can be a

difficult task. Design of a valid measurement programme should include evaluation in

key areas; including emotional reaction and knowledge gain measured

After training interventions.Behavioral change and organizational impactMeasurements

should be used on a longer time horizon to evaluate the progress and currency of the

management development programme. Finally, research shows that maintaining a

balance of the above measurements is the final key to success in measuring the

effectiveness of management training and development. Over a four year period, starting

July 2004, four measures have been implemented:

Measure 1:

Language training program including English second language training for francophone

professionals in each region, French second language training for English-speaking

professionals working in a francophone institutional milieu and development of distance

educational materials to support language instructors and learners;

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Robyn Albers, from Gatineau’s Heritage College, uses innovative techniques in her

Classroom to improve the English language skills of the region’s health careworkers.

Measure 2:

Retention and distance professional and community support initiatives to encourage

English-speaking professionals and English-speaking students to move to or stay in

the regions;

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In 2008, eight students participated in community nursing internships at four

Englishschools in Montreal’s East End. From left to right starting from the front row:

Valerie Rea, Clara Lauture, Julie Crépeau-Boisvert, Julie Laliberté; second row: Rebecca

Yeung, PerleArcand-Lussier, Elizabeth Murphy-Lavallée, Mayari Linares Recinos.

Measure 3:

Seminars and conferences are intended to suppport communication amongprofessionals

and share best practices;

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In September 2008, participants in Measure 1 (Language Training Program) and

Measure 2 (Retention and Distance Professional and Community Support Initiatives) of

the McGill Training and Human Resources Development Project gathered in Montreal

for a seminar aimed at reviewing the Project’s prospectus for the years 2008-2013.

Measure 4:

Measure 4 consists of an innovation fund supporting local and regional initiatives

involving projects for retaining English-speaking personnel in the regions.

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The Magnetic English-speaking Community Development Corporation (MCDC) Team,

directed by Suzanne Aubre, has put in place a very successful internship Program in

collaboration with the McGill Project. From left to right – first row: Peter With comb,

Ann Marie Powell, Maureen Small, AlineVisser; second row: Hélène Doré, Julie Gagné;

back row: Suzanne Aubre, MyriamGayrard.

This project is financed by Health Canada as part of its program to support Quebec

initiatives with a view to improving access to health and social services for English-

speaking people. A global budget of $11.9 million is allocated to develop, apply and

evaluate these measures.

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 WORKING OF TRAINING DEPARTMENT

The department is located in a spacious campus very near to factory. It has got its own all

modem a latest “Training aid / facility like – OHP, 40” TV monitor with VCR Video

Camera , tape recorder, two air conditioned conference, hall, four classrooms and

auditorium with a capacity of 150 seats for conducting seminars, workshops, A well

equipped library , PCs with printers, Lucknow Training Division was established in

1970 for imparting apprenticeship training to apprentices (I.T.I. / Graduates Diploma

holders) and also to meet the requirement of internal and external training and need

based programmes for officers / workmen in this division in the field of management /

technology to improve their managerial & technical capabilities.

Learning Centre

Learning Centre with the facilities of Pentium computers with internet and multimedia

facility and inkjet printer have been established with the various HAL Manuals

asregarding materials with the purpose to increase the knowledge of employees

andofficers by their self involvement & utilization of facilities.

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Activities Conducted By Training Department

• In –house Training programmes.

• External Training programmes.

• Induction of ITI / Diploma Graduate.

• Imparting 40 days trade related instructions classes to ITI trade apprentices for a

period of 6 days.

• NCVT training exams for IT trade apprentices twice in a year.

• Vocational Practical training to Engineering students.

• Two months literacy classes for HAL employees under recruitment &

• promotion rule.

• Management Trainees Scheme sponsored by corporate office.

• National Literacy Mission.

• Training of HAL Staff College Bangalore.

• Training under self learning scheme for outside agencies.

• Hindi Karyashala.

• Yoga Classes.

• Computer Training.

• Seminars.

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Objectives Of Training Department

Rapid technological development in the field of Aerospace demands change in the

management with a long term HRD plan, which is reviewed and redefined from time to

time for better results which focus on:

• Improving the job knowledge and skill of employees to undertake theCurrent

and future responsibility more efficiently.

• Improving / changing the attitude of people towards work, organization and

Objectives to develop better inter – personal relationship and team spiritthrough

Technological, behavioral & managerial training input.

Training Philosophy

Training and Development efforts in organization should facilitate bridging Performance

gap. Performance gaps are defined as “discrepancies between whatthe organization could

do by virtue of a goal related opportunity in its environment and what it actually does in

terms of exploiting the opportunity.”

“Training and Development” efforts are expected to empower the participants by helping

them to acquire job related knowledge skills, attitudes and capabilities. Further it is

expected that need based training and development efforts should lead to implementation

of learning in work settings & improvement on a continuous basis

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Continuous HRD to meet organization objectives and to build a vibrant organization

responsive to change in the environment.

VARIOUS TRAINING ACTIVITIES

Staff College Training Activities

HAL staff College has been designed & conducting Management Development

programme (MDP) for middle and senior level executives i.e. Executives from the rank

of deputy managers (grade III) & above. About 80 – 85 days of training is conducted

every year covering about 1000 executives.

Such a massive training effort should help various divisions of a company to improve

their effectiveness.

As the apex training institutions, Staff College was established in 1969. It is entrusted

with responsibility of:

• Conducting training programmes for middle and senior managers.

• Selection of middle man trainees. ( MTs)

• Overseeing the divisional training activities relating to MDPs.

• .co-coordinating training activities with corporate office.

The programmes conducted by Staff College fall into two categories:

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1. Interactive Programmes.

2. FunctionalProgrammes (related to production, management, financialManagementetc.)

Apart from this there are special Career Development Programmes for middle level &

senior level executives who show a promising potential for advancement. Some career

development programmes are:

• Senior Executive Programmes

• Senior Management Programme

• Advance Management Programme

Nominations of the participants to these courses are finalized at the corporate level. The

calendar of programmes of courses that are conducted by staff college is drawn up by

staff college in every financial year and circulated among divisions.The divisions are

required to sponsor personnel for various courses and sent nomination directly to the

Staff College.

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 FACULTY

Training programmes offered by staff college are conducted by experienced and

Qualified faculty of the college supported by eminent faculty drawn from reputed

management institutes such as IIMS,ITI. Etc.A mix of conventional methods of lectures

and seminars as well as modern methods Such as case study, management games etc are

used in training.

1. Effectiveness Of Training

To know it on the last day of the programme every participant has to givepresentation

and prepare action plan which they could implement on their on their return to work

place.

2. Training Outside

The company also nominates employees officer on a selective basis for external

Trainingprogrammes, Seminars for this purpose GMs & MDs have been empowered.

Senior &Top executives are sent to advance management courses

Conducted by IIM, AIMA, IIT, ISTD, ISI, XLRI, TISS etc.

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 Training Abroad

• Training at the work of company collaborations.

• Summer courses & conferences abroad

• Training at academic institutions abroad like – Birmingham University, UK,

Canfield Institute of Technology.

• Selected personnel of the company are deputed for training abroad according to

company needs. The company utilizes opportunity provided by GOI, BPEs and

organization such as National Productivity Council.

3.In House Programmes (At Divisional Centre)

This refers to the training within the division. Most of the programmes change every

year. The Technical Training Centre (TTC) organize training programme for thegrade II

& I officers and the workmen. In certain cases they conduct courses for middle & high

level executives.

Objectives Of Divisional Training Centre

• To impart knowledge and skills of the divisional man-power in order to increase

productivity.

• To impart apprenticeship training to the trade apprentices ITI / Diplomaholder /

Graduates under the Act.

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Activities Of Divisional Training Centre

• Providing professional advice on HRD matters in general and training matters in

particular.

• Conducting training programme for Junior functional executive and workmenin

functional areas of management such as Management Development,Supervisory

Development, Technical Development & Workmen Development Programmes.

• Processing nomination for training programmes.

• Activities relating to training of MTs.

• Conducting literacy classes for illiterate workmen.

• Customer Training.

• Apprentices Training under Apprenticeship act 1961.

• Co - ordination with Internal and external agencies on training matters.

• Practical Training of / Project work for student.

The training programmes of TTC are classified as:

a) Core programmes.

b) Functionalprogrammes.

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Core Programmes

These programmes cut across functional boundaries and are “priorities areas” for

The divisional training centers to concentrate on these areas:

• Advance Management

• General Management & Development

• Leadership and Motivation

• Shop for Management etc.

Functional Programmes

In these programmers’, participants from specific functional areas only participate.

Few functional programmes are:

• Production Management

• Quality control

• IR and Labour law

• Financial Management

Induction training is also provided to newly appointed executives.

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The DTC has been organized as two wings for purpose of training.

• Apprentice Training Wing.

• Management Training Wing.

Apprentice Training Wing

Presently suitable ITI certificate holder in 17 different trades are being testedInducted

and trained for ½ year after successful completion of apprenticeshipTraining they are

eligible to appear for NCVT Examination. Diploma/Graduate apprentices are also being

conducted under the Act for a period of one year.

Management Training Wing

With a view to induct high caliber manpower with good academic records to fill

Management positions the company started recruiting management trainees in various

disciple (Tech / Non. Tech.)Who are given 78 weeks of Training atDivisional Training

Center?

The available infrastructure in the Training Department is also being used on demand

basis by various outside customers to train them in various fields as per the terms &

condition of HAL.

Techniques And Approaches In Training

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The choice of the method, would be governed by a combination of factors:- the

objectives, the contents – whether it is knowledge based or process based, the level in the

organization and the education profile of the participants. Training methods have been

broadly classified into two:-

1. On the job training - Provided at the work site.

2. Off the job training- Conducted away from the work site.

On the job training:

Under this technique, an employee is placed on a new job and is told how it may be

performed. Employees are coached and instructed by skilled co-workers, by supervisors,

by the special training instructors. They learn the job by personal observation and

practices as well as occasionally handling. It is learning by doing and it is most useful for

jobs that can be learned quickly by watching and doing. Another feature of this method is

that it takes less time to provide braining to the workers and also directly adds to the

production. There are several methods in vogue which makes use of on-the-job training

concept. Some of them are as follows:

1. One to one instruction:

In this method, a person who serves as a trainer for the organization meets with the

employee at the work place and explains the operation with relevant aids. The instructor

then shows the learner how the process works, ensuring as far as possible there

understands. Finally the trainee practices the process under the supervision of the

training.

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 2. Coaching:

This learning at work is achieved by the use of actual work, as opposed to the more

artificial nature of training course activities.

There are many occasions for which the coaching method is most usefully applied:-

• When an employee demonstrates a new skill or ability?

• When an employee expresses interest in a different job within the organization?

• When an employee seeks feedback?

• When an employee seeks help with a new skill following a formal training programme?

• When an employee is violating company policies or having performance problems?

3. Job Rotation:

Job rotation is a formal planned programme that involves assigning trainees to various

jobs in different parts of the organization. The purpose of job rotation is to provide

trainees with a larger organizational perspective and agreater understanding of different

functional areas, as well as better sense of their own objectives and interests. In terms of

advantages, job rotation appears to improve the participant’s job skill, increase job

satisfaction, and provides valuable opportunities for networking within the organization.

4. Vestibule Training or Training-centre Training:

It involves classroom training imparted with the help of equipment and machines

identical to those in use such at the place of work. Theoretical training is given in the

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classroom, while practical work is conducted on the production line. It is often used to

train clerks, bank tellers, inspectors, machine operators, typists, etc.

5. Apprenticeship / Internship:

An apprenticeship is a formal programme involving a combination of classroom

instruction and hands – on practice and training. This method is generally used to impart

skills requiring long period of practice as found in trade, crafts and other technical fields.

Internship is a programme that provides work experience to students prior to

graduation from an academic programme. The object of this type of training is to bring

about a balance between theoretical and practical knowledge. It is usually applied to

managerial personnel & provides wide variety of job experience, often involving job

rotation.

This method involves the creation of a separate training centre within the plant

itself or training is conducted away from the work site for the purpose of providing

training to the new employees.

1. Lectures (or class – room instruction):

Lectures are regarded as one of the simplest ways of imparting knowledge to the trainees,

especially when facts, concepts or principles, activities, and theories and problem –

solving abilities are to be taught. Lectures are formal organized talks by the training

specialist. The expert may encourage discussion and question, but the majority of the

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information is delivered through one way communication. The lecture method can be

used for large groups which are to be trained within a short time, thus reducing the cost

per trainee.

2. Conferences and seminars:

Often an executive is deputed to attend conference, seminar or workshop to receive a

quick orientation in various areas of management with which he might be unfamiliar.

One advantage of this type of training is that all the participants coming from different

organization get an opportunity to pool their ideas and experiences in attempting to solve

mutual problem. The attitude is one of the joint exploration. This encourages cross

fertilization of ideas.

3. Case studies (Learning by doing):

The ‘case’ is a set of data (real or fictional) written or real miniature description and

summary of such data that presents issues and problems calling for solutions or action on

the part of trainee. When the trainees are given cases to analyze, they are asked to

identify the problem and recommend tentative solution for it . The case study is

especially valuable as a technique of developing decision – making skills and for

broadening the perspective of trainee. Some companies write their own cases to make

them relevant to their own industry or to specific problems.

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4. Role playing:

In this method, the instructors assign parts taken from case materials to group members.

The role players attempt to act the parts as they would behave in a real life situation,

working without script or memorized lines and improvising as they play the parts. Role

playing is especially useful in providing new insight and in presenting the trainee with

opportunities to develop interaction skills.

5. T – Group Training:

This usually comprises association, audio - visual aids, and planned reading

programmes.Members of a professional association receive training by it in new

techniques and ideas pertaining to their own vocations. Through a regular supply of

professional journals and informal social contacts or gatherings, members are kept

informed of the latest development in their particular field.

Audio – visual aids, records, tapes, films are generally used in conjunction with

other conventional methods. Planned and supervised reading programmes are conducted.

Technical publications and the latest journals are kept in the library for the use of the

trainees.

6. Computer Based Training:

This training has a major impact on business and the organization. The employees can

now use multimedia presentations to train employees, and the flexibility allows for

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different learning and provides a great deal of feedback to the trainees. Computers are

used to present material to trainees either at their own place or in their offices. In terms

of speed however, research indicates that computer based training results in faster

learning time than a traditional lecture approach.

CHAPTER II

ORGANIZATIONAL

PROFILE OF THE

COMPANY

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 HINDUSTAN AERONAUTICS LIMITED (HAL)

Came into existence on1st October 1964, The Company was formed by the merger of

Hindustan Aircraft Limited with Aeronautics India Limited and Aircraft Manufacturing

Depot, Kanpur.

The Company traces its roots to the pioneering efforts of an industrialist with

extraordinary vision, the late Seth WalchandHirachand, who set up HindustanAircraft

Limited at Bangalore in association with the erstwhile princely State of Mysore in

December 1940. The Government of India became a shareholder inMarch 1941 and took

over the Management in 1942.

Today, HAL has 19 Production Units and 9 Research and Design Centers in 7 locations

in India.The Company has an impressive product track record –12 types of aircraft

manufactured with in-house R & D and 14 types produced under license. HAL has

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manufactured over 3550 aircraft,3600engines and overhauled over 8150aircraft and

27300 engines.

HAL has been successful in numerous R & D programs developed for both Defense and

Civil Aviation sectors. HAL has made substantial progress in its current projects.

Various military and civil upgrades,Dhruv was delivered to the Indian Army, Navy, Air

Force and the Coast Guard in March 2002, in the very first year of its production. HAL

has played a significant role for India's space programs by participating in the

manufacture of structures for Satellite Launch Vehicles like

• PSLV (Polar Satellite Launch Vehicle)

• GSLV (Geo-synchronous Satellite Launch Vehicle)

• IRS (Indian Remote Satellite)

• INSAT (Indian National Satellite)

HAL has formed the following Joint Ventures (JVs) :

• BAE HAL Software Limited

• Indo-Russian Aviation Limited (IRAL)

• Snecma HAL Aerospace Pvt Ltd

• SAMTEL HAL Display System Limited

• HALBIT Avionics Pvt Ltd

• HAL-Edgewood Technologies Pvt Ltd

38 | P a g e
• INFOTECH HAL Ltd

Apart from these seven, other major diversification projects are Industrial Marine Gas

Turbine and Airport Services. Several Co-production and Joint Ventures with

international participation are under consideration.

HAL's supplies / services are mainly to Indian Defence Services, Coast Guards and

Border Security Forces. Transport Aircraft and Helicopters have also been supplied to

Airlines as well as State Governments of India. The Company has also achieved a

foothold in export in more than 30 countries, having demonstrated its quality and price

competitiveness.

HAL has won several International & National Awards for achievements in R&D,

Technology, Managerial Performance, Exports, Energy Conservation, Quality and

Fulfillment of Social Responsibilities.

HAL was awarded the “INTERNATIONAL GOLD MEDAL AWARD” for Corporate

Achievement in Quality and Efficiency at the International Summit (Global Rating

Leaders 2003), London, UK by M/s Global Rating, UK in conjunction with the

International Information and Marketing Centre (IIMC).

HAL was presented the International - “ARCH OF EUROPE” Award in Gold Category

39 | P a g e
in recognition for its commitment to Quality, Leadership, Technology andInnovation. At

the National level, HAL won the "GOLD TROPHY" for excellence inPublic Sector

Management, instituted by the (Standing Conference of Public Enterprises cope). The

Company scaled new heights in the financial year 2006-07 with a turnover ofRs.7,

783.61Cores.

PRODUCTS AND SERVICES OF HAL

Metallography

Well equipped to carry out macro and micro examination, grain flow, inclusion rating,

defect detection, phase identification, quantitative metallographic, welding inspection

etc., for various material under different conditions. Fracture analysis of components

failed in service, process and also during regular testing under varied conditions are

carried out using stereo microscope and scanning electron microscope.

Calibration

40 | P a g e
Comprehensively equipped to calibrate various kinds of force measuring equipmentsupto

30,000 kn, thermocouples up to 1100°C and heat treatment furnaces of different sizes.

Chemical Analysis

Quick and accurate chemical analysis of more than sixty elements for variousengineering

materials. Trace element analysis of several elements to ppm levels.

Mechanical Testing

Material can be tested for hardness, tensile, creep, stress corrosion, fatigue, fracture

41 | P a g e
toughness, fatigue crack growth rate etc. , under different testing conditions to meet

nationalandinternational standards / specifications.

Non–Destructive-Testing

Well equipped to carry out X-ray radiography, ultrasonic inspection, and surface

inspection using dye penetrate, eddy current testing and magnetic particle methods

Onvariety of components made of different

materials as per national and international-standards.

42 | P a g e
Other Facilities

Several facilities like hammers, induction, resistance and oil fired furnaces, heat

treatment, powder metallurgy facilities, ring rolling machine etc., available in the

Foundry & Forge Division are accessible to the laboratory for any R&D work.

PRODUCTION DIVISION

43 | P a g e
 Engine Division: Along with aircraft manufacture, HAL has also set up facilities at

its Engine Division for the manufacture of jet engines to power its aircraft. At present,

The following types of engines are produced under licenses. Government of India has

approved manufacture of Garret Engine under license agreement with M/s Garret

(GTEC), U.S.A besides the above, the engine Division also undertakes overhaul of a

Varietyof jet engines. It also manufactures Allen Frigate Ancillaries’ for Leaner class

Naval Frigates.

 Helicopter Division: Helicopter Division manufactures Cheetah and Chetak helicopters

for use by IAF and Navy for training, Communication, Rescue, Casualty

Evacuation, Supply dropping etc. Cheetah helicopters are also operating in Civilsectors

and further orders are expected. Helicopter Division also undertakesoverhaul of

helicopters.

Artouste-III B…..for Cheetah &Chetak Helicopters Orpheus….for Kiran Aircraft

Adour MK.811 …… for Jaguar

44 | P a g e
 Overhaul Division: The overhauls Division carrier out repair /overhaul of a variety of

aircraft ranging from small piston engine aircraft to modern jet fighters and bombers.

Along with these it overhauls different models of piston engines and allied accessories

and instruments. The Division has to its credit overhaul/ repair of more than 1500

aircraft. It has also setup repair bases attached to important Air Force Units all over the

country.

 Forge And Foundry Division: The Foundry and Forge Division supplies a large range

of sophisticated radio graphical quality castings and forgings, both ferrous and non-

ferrous to the different Division of HAL. It also supplies complicates components to the

Ordinance Factories and other PSU’s in the country.

Accessories Complex

 Hyderabad Division: HAL Hyderabad Division has designed and developed advanced

radio and communication equipment, air-borne and ground radar equipment, avionics

45 | P a g e
 system for various types of aircraft produced at HAL as well as for Army, Navy and

P&T based on indigenous design.

 Korwa Division: A new Division has been set up at Korwa for manufacture of

Advanced Navigation and Weapon Aiming Systems, Display Systems, Flight Data

Recorder etc.

 Kanpur Division: Kanpur Division has completed the manufacture ofmedium transport

Avro Aircraft (HS-748) under license. The division now manufactures HPT-32 trainer

aircraft and the latest version of gliders called ARDHRA. The government of India has

approved manufacture of Dornier light transport aircraft) aircraft under license

agreement with M/s DornieGmbH, West Germany, and the production of the aircraft has

commenced at Kanpur from 1985-86.The Division will, under the Guidance of designers

from the aircraft Design Bureau, Bangalore, modify two Avro 748 aircraft to carry

Antennae for radar, Communications, other ESM equipment, power generation

Equipment special cooling equipment etc. The aircraft are the Airborne EarlyWarning

demonstrator aircraft.

Mig complex:

46 | P a g e
 Nasik Division: The Nasik Division currently manufactures the MIG-27M and MIG-21

BIS aircraft, having successfully completed the manufacture of MIG-21 FL and M

version earlier. It also overhauls all variants of MIG-21 aircraft.

 Koraput Division: The Koraput Division having successfully completed program for

manufacture of R11 F2 and F2 engines fitted to MIG-21 FL and MIG –21M aircraft. Is

currently engaged in the manufacture of R-25 engines for MIG BIS aircraft .In addition,

the factory manufactures forgings and castings in its `Foundry & Forge Shops to meet

the requirements of both MIG aircraft and engines. It is engaged in the overhaul of

engines fitted on the MIG series of aircraft. The Division has also commenced the

manufacture of R29 engines for MIG-27 aircraft.

 Design And Development Complex:As already mentioned above, HAL has Designed

and developed a Varity of aircraft which includes HT-2, HF-24, HJT-16 (Mk. I& II)

Ajeet HPT-32 and HTT-34.Design activity has been further expanded to Include

Avionics in Hyderabad, Accessories at Lucknow and work has commenced On

Helicopter and small jet Engines at Bangalore.

 Aircraft Research And Design Centre: Aircraft design & development with rich in

service experience and state of the artfacilities including prototype Manufacturing. The

47 | P a g e
 centre is currently engaged in the design and development of the IJT as a replacement for

the Kiran and Light Combat Aircraft (LCA) programs yet

Another prestigious project is progressing well and HAL is gearing up for its

Production as a follow on project of MIG 21 series aircraft. Final development Tests are

in progress.

 Rotary Wing Research And Design Centre: This centre is responsible or Design and

development of helicopters. The bureau also undertakes programs covering modification

on Cheetah, Chetak, FRB blades for wind powered turbines. The prototype testing and

flight certification of the multirole multi mission helicopter the Advanced Light

Helicopter is in progress. The prototype has completed more than 1000 hrs of accident

free flying. Production of first commercial batch is in progress. A civil variant ofALH is

under development.

HAL – R & D Centres

• Aircraft Research and Design centre (Bangalore).

• Rotary wing Research and design centre (Bangalore)

• Engine Test Bed Research and design centre (Bangalore)

• Strategic Electronics and Design centre (Hyderabad)

• Aerospace System and Equipments research and Design centre (Lucknow)

• Transport Aircraft Research and design centre (Kanpur)

48 | P a g e
• Aircraft upgrade Research and design centre (Nasik)

Basic objective if the company:

• To serve as an instrument of the National policy to achieve self-reliance in the design,

development and production of aircraft and aeronautical equipment, to meet the

country’s changing and growing needs with needs special emphasis on military

requirements.

• In fulfillment of this objective, The Company shall regard itself fundamentally

responsible for design and developments, relying, however, upon such relevant facilities

as are available in other national institutions but always holding itself basically

responding for the growth and furtherance of the country’s aeronautical capability.

• To so conduct its business economically and efficiently that it can contribute its due

share to the national efforts to achieve a self-reliant and self-generating economy.

Towards this end, to develop and maintain an organization which will readily respond to

and adopt the changing matrix of socio techno-economic relationship and wherein a

climate of growingprofessional competence, self-discipline, mutualunderstanding,

deepcommitment and a sense of belonging will be fostered and each employee will be

encouraged to grow in accordance with his potential for the furtherance of the

organizational goals.

49 | P a g e
• Consistent with the Basic objectives of the Company, The Personnel Department of the

Corporate Office has adopted certain specific objectives which will act as a source of

inspiration and guidance in evolving personnel policies and framing rules and regulations

for growth and development of employees and to ensure their deep commitment and

sense of belonging to the Company. These specific objectives are stated below:

a) Ensure quality of personnel at all levels and provide them the right work environment.

Job satisfaction and professional challenges.

b) Provide a healthy blend of employees who have grown with the organization and those

selected from outside.

c) Ensure employment of minimum number of personnel and avoid surpluses.

• Motivate employees to be increasingly achievement oriented.

• Identify personnel with potential for growth.

a) Provide adequate opportunities for personnel to improve the level of their professional

knowledge.

b) Personnel with talent and potential for growth to be developed to shoulder higher

responsibilities.

c) Progressively introduce participative style of Management.

d) Ensure uniformity in principal conditions of service.

e) Maintain effective communication and harmonious relationship with employees at all

levels.

f) Provide for welfare and happiness of personnel at all levels and their families.

50 | P a g e
 PERSONNEL DEPARTMENT- HAL CORPORATE OFFICE

The primary functions of the Corporate personnel Department are:

• Responsible for initiating and evolving sound personnel policies, procedure and

practices in consonance with the basic objectives of the Company.

• Responding for laying uniform service conditions for all employees

• Responding for recruitment and promotion of officers in respect of posts in Grade-V

and above on company wide basis.

• Implementation of Presidential Directives in the matter of reservation of posts for

SC/ST , physically handicapped and ex-servicemen and dependents of those killed in

action;

• Holding periodical meeting and discussions with representatives of all Recognized

unions for resolving issues of companywide nature and enter intoagreement in

respect of wage & allowances and allied matters;

• Advise and assist the Divisional Management in maintaining and developing healthy

and harmonious industrial relations;

51 | P a g e
 HAL’S INTERFACE WITH GOVERNMENT

& OTHERAGENCIES

The Company while formulating its long term plans in regard to Management of Human

Resources, Wages and Salary Administration, Labour, Management Relations etc., have

to deal with a number of outside organizations, These include the Bureau of Public

Enterprises which has to clear the company’s broad policies in regard to Salary & Wage

increases, monetary incentive schemes etc; also issue broad guidelines which are

normally to be kept in view by Public Enterprises while formulating its own policies.

Another organization which helps Public Enterprises while to voice its views in

the appropriate Ministers in the Government of India is SCOPE (Standing Conference

Of Public Enterprises) . In order to ensure uniformity in the policies those are followed

by the Company particularly in relation to labour, a body known as the CCUI (Co-

ordination Committee of Union Industries) has been formed with representation of BEL,

HMT, BEML & ITI. Details of (BPE, COPU, and CCUI) are given below:

 Constitutes And Function Of The Bpe:

The Bureau of Public Enterprises (BPE) has been set up under the department of public

Enterprises Ministry of Industry.

The BPE acts as a service, Co-ordination and evaluation agency and carries out

the following mainfunctions:-

52 | P a g e
• As a central Point of reference and consultation dealing with matters of general interest,

like organizational pattern, personnel policies ,collaboration arrangements, training

programs, project planning, economic, social and financial policies ,Wages 7 salary

structure, Perks etc.

• To devise steps to improve productivity and profitability of Public Enterprises by

constant review of their performance through suitable methods of reporting and analysis

of the performance date;

• To issue guidelines to the PSUs on various aspects of Management referred to above,

form the point of view of maintaining uniformity and to remove any distortions/

aberrations;

• To furnish periodical reports to Parliament and Government on the working of Public

Undertakings;

• To advice the Public Enterprises on any matters referred to by them.BPE also assist the

parliamentary Committee on Public Undertaking (COPU) in consultation with other

Administration Ministries ;

 Standing Conference Of Public Enterprises (Scope)

• The scope is the apex body of all Central Public Sector Enterprises created with the

Objective of promoting better understanding among the Publicabout the individual

And collective contribution of Public Sector inbuilding the industrial base of the nation.

Its main role is to assist public sector in such ways as would help improve its

53 | P a g e
 Total performance and alsoconvey such information and advice to the community and

the Government as would generally help the public sector in its role.

• Chairman and Directors of Public Sector Enterprises are appointed by the President

Of India. Appointments are normally for a period of five years of till the age of

superannuation whichever is earlier. In order to provide thewidest possible base for

Selection of top personnel, Government has constituted the public. Enterprises Selection

Board, which is charged withthe responsibility of selecting personnel for these posts. The

Committee isalso consulted the tenure of any Director is extended.

This Committee functions in the Department of personnel and Administrative

Reforms ofthe Government of India.

 Co-Ordination Committee Of Union Industry In Bangalore

Bangalore is the headquarters of HAL, BEL, BEML, ITI and HMT. Traditionally there

has been good deal of commonality in the wage and salary structure and basic condition

of service of personnel in these industries. In order to adopt a common and rational

approach in dealing with demands made by trade unions in these industries, on

informalCommittee of Heads of these 5 public sector undertaking has been armed for

discussion on major issues, such as pay scales and allowances and other.Monetary

demands of employees in these industries. Major issues of policy are taken up with

Government by Chairman, CCUI, on behalf of the member industries. This is known as

Co- ordination committee of Union Industries (CCUI).

54 | P a g e
 ORGANISATIONAL GROTWH OF HAL

ment
ASIK
Establishment
of
DIVISION
INDUSTRIAL
Establishment
Establishment
ofEstablishment
as
AIRPORT
Aircraft
Establishment
&
Establishment
ofMARINE
LUCKNOW
AERO
of
SERVICE
Manufacturing
SUKHOI
of SPACE
HELICOPTER
GAS
of
ofDIVISION
CENTRE
FOUNDRY
TURBINE
KORWA
ENGINE
DIVISION
Division
for
DIVISION
DIVISION
for
DIVISION
DIVISION
&for
Coordinating
and
FORGE
Accessories
Structure
Aircraft
at
foe
at
DIVISION
FOR
Advanced
&
of
the
Aero
Aero
Operation
derivative
atSpace Launch
Overhauling at HAL
gas turbine
Airport/ Industrial
Division
Instruments
Bangalore
Koraput Bangalore
Avionics
Vehicle
engines

2002

2000

1998

1988

1982

55 | P a g e
 1974

1970

hment
Establishment
of AERONAUTICS
Foundation
ofEstablishment
AIRCRAFT
of HINDUSTAN
INDIA
MANUFACTURING
ofLIMITED
HINDUSTAN AERONAUTICS
ENGINE at Nasik,DEPOT
AIRCRAFT
DIVISION Koraput&Hyderabad
at LIMITED
atKanpur
LIMITED byat
merger
for HS
for-of
MIGthree
Airframes, Engines &
748 companies
Bangalore Avionics
Bangalore

1964

1962

1960

1940

56 | P a g e
Core Business of HAL

Affirming its commitment to the Defence Services and to achieve strategic self reliance

in the Aerospace Sector in the country, HAL’s core business activities comprise:

• Design, Development and Production of Fixed Wing aircraft (Fighters, Trainers &

Transport) and Helicopters, their Engines, Avionics & Accessories.

• Life Cycle customer support through Maintenance, Repair & overhaul of Aerospace

products.

• Manufacture of Structures and Integrated systems for space launch vehicles and

satellites.

The Company is launching new design & development projects on Fifth Generation

Fighter Aircraft, Multi-role Transport Aircraft, Light Utility Helicopter, Turboprop

Trainer and UAVs to meet the future requirements of our Defense Services.

57 | P a g e
 HAL – Liasion Offices

• London - Moscow

• New Delhi - Mumbai

• Vizag - Chenn

Hal has formed following

Joint ventures (jvs):

• BAE HAL Software Limited

• Indo-Russian Aviation Limited (IRAL)

• Snecma HAL Aerospace Pvt Ltd

• SAMTEL HAL Display System Limited

• HALBIT Avionics Pvt Ltd

• HAL-Edgewood Technologies Pvt Ltd

• INFOTECH HAL Ltd

Apart from these seven, other major diversification projects are Industrial Marine Gas

Turbine and Airport Services. Several Co-production and Joint Ventures with

International participation is under consideration. HAL's supplies / services are mainly to

Indian Defense Services, Coast Guards andBorder Security Forces. Transport Aircraft

58 | P a g e
and Helicopters have also been supplied to Airlines as well as State Governments of

India. The Company has also achieved a Foothold in export in more than 30 countries,

having demonstrated its quality andPrice competitiveness.HAL has won several

International & National Awards for achievements in R&D, Technology, Managerial

Performance, Exports, Energy Conservation, Quality and Fulfillment of Social

Responsibilities.783.61Crores

FINANCIAL PERFORMANCE

The year 2007-08 was a year of growth, achievement and recognition for thecompany.

During the year HAL registered all time record turnover of Rs. 8625.33 crs. Registering

a 10.82% growth over the previous financial year.The profit for the year was Rs. 2164.23

crs. as against Rs. 1743.60 crs. in theprevious year. The net worth of the company has

gone up from Rs. 2084.99 crs.(in 2006-07) to Rs. 3326.33 crs (in 2007-08). HAL has

attained the status of aZero Debt company during 2007-08.Return to the government on

theinvestment in HAL is steadily on the increase with the highest Dividend of Rs. 327

crs. (271%) paid for the year 2007-08.

Hal Management Academy (HMA)

HMA is a premier centre of learning having qualified faculty members and equippedwith

all required training facilities. It regularly conducts series of training program from entry

level to senior executives of the company to facilitate continued enhancement of their

59 | P a g e
 management skills and leadership qualities. It has embarked on a journey to enable

personal and professional development of executives of the company belonging to all

functions, through re-designing the required framework, establishing of processes and

making available opportunities for asustained learning and development, spanning their

entire career. HMA has an ambitions vision to go beyond training and enable executives

of HAL to unleash their potential and enrich their professional and personal lives

Exports

• HAL has emerged as a globally competitive Aerospace company. With the emerging

opportunities in the aviation sector and the scope in expanding HAL’s business

spectrum, export thrust is expected to reach new heights progressively.

60 | P a g e
• HAL has established its credibility for supply of high precision structural work Packages

to Aviation majors like Airbus and Boeing. Follow-on orders from Airbus &

Boeing reaffirm customer’s confidence in HAL’s export quality & Reliability.

• Recent contracts concluded for supply of Dhruv to Ecuador & Turkey helped HAL to

attain global presence. Towards this, HAL is in the process of setting up a regional

maintenance centre for Dhruv to cover after-sales logistic support in the entire Latin

American region.

• HAL has been participating in outsourcing programs of renowned aerospacecompanies

and is manufacturing structural & composite work packages of aircraft/helicopter. HAL

is also exporting rolled rigs, forgings, and castings for civil aircraft engine programs.

• As an export initiative towards new market / product development, agreements have

been concluded for supply of TPE 331-12 Garrett engines, structural components and

assemblies for DO-228-212 aircraft and critical engine module components. Dedicated

facilities are being set up to address these new project requirements.

• HAL’s expertise in software, design and analysis has also resulted in export orders from

reputed aerospace companies. HAL has also made a major foray into civil aviation by

joining a prestigious project for conversion of Boeing 737-300 to freighter version.

• HAL has been providing services support for MiG variants, Jaguar, Do-228, HS-748

And Cheetah/Chetak helicopters already in services

HAL’ S Core Values

61 | P a g e
➢ Customer satisfaction:

We are dedicated to build a relationship with our customers, where we become partners

in fulfilling their mission. We strive to understand our customer’sneed tondeliver

products and services that fulfill and exceed all theirrequirements.

➢ Commitment to total quality:

We are committed to continuous improvement of all our activities. We willsupply

products and services that confirms to highest standards of designmanufacture,

reliability, maintainability and fitness for us as desired by our customers.

➢ Cost And Time Consciousness

We believe that our success depends on our ability to continually reduce cost and our

shorten the delivery period of our products and services. We will achieve this by

Eliminating waste in all activities and continuously improving all processes in every area

of our work.

➢ Innovation and creativity:

We believe in striving for improvement in every activity involved in our business by

pursuing and encouraging risk taking, experimentation and learning at all levels within

the company with a view to achieving excellence and competitiveness

62 | P a g e
 ➢ Trust and team spirit:

We believe in achieving harmony in work life through mutual trust, transparency, co-

operation and sense of belonging. We believe strive for building empowered teams

To work towards achieving organizational goals.

➢ Respect for individual:

We value our people. We will treat each other with dignity and respect and strive for

individual growth and realization of everyone’s full potential.

➢ Integrity:

We believe in a commitment to be honest, trustworthy and fair in all our dealings. We

commit to be honest and devoted to our organization. We will practice self discipline and

own responsibility for our actions. We will comply with all requirements so as to ensure

that above organization is always worthy of trust.

Aim Of HAL

• International leaders with Aeronautics - Achievement oriented

• Progressive - Proactive

• Competitive - Profit oriented

63 | P a g e
• Climate conductive to employees - Collaborations

HAL – Key Trust Aereas

• Leadership in Aerospace Research and development.

• Well defined financial goals and plans for 21st century.

• Under taking new design and Development of Jet Trainers.

• Two / four seated Helicopter, update MIG and JAGUAR series aircraft.

• Satisfy and exceed the present and future requirements of customers.

• Accelerate our efforts of production of Advance light helicopter.

• Development and production of Light Combat Aircraft.

• Participation in manufacture of new aircraft like Advanced Jet Trainer and Sukhoi-

30.

• Manufacture of 50 to 100 seated civil aircraft.

• New Strategies for export and diversification through joint venture and subsidiary

companies.

• Self – reliance through indigenization.

• Total quality in products and services.

Product OfHAL (Lucknow Division)

• ELECRONICS State inverters

64 | P a g e
 ○ DC systems control and protection units

○ AC system control and protection units

○ Fuel management systems

○ Land management system

➢ Precision manufacturing capabilities:

All ranges NC machines up to 5 axis Precision Conventional machines. As on 1-3-02

the division has 3424 employees out of which 2734 are workme (1411 direct and 1323

indirect) and 690 officers. As on 25/7/04 the division has3209 employees out of whom

2616 are workmen (1350 direct and 1266 indirect) and 593 officers .As on 25-6-06 the

Division has 3068 employees with breakup of 2508 workmen and 560 officers As on 25-

7-06 the division has 3087 employees with breakup of 257 workmen (with 1331 direct

workmen & 186 indirect workmen) and 570 officers.

Strategy Of The Company (H.A.L.)

Emanating from the Company's Mission Statement, the strategic Human Resource

Development (HRD) goal of HAL is to create an atmosphere of technological and

managerial excellence to become a globally competitive Aerospace Industry. With the

65 | P a g e
 changing environment, rapid technological changes characterized by a paradigm shift

from licensed production to R&D based production duly balanced with co-development /

co-production, technological up gradation etc., greater customer demand, focused

diversification to civilian and export markets, the overall objective of the Human

Resource Development plan is to build a vibrant and learning organization, so as to meet

the challenges of quality and excellence, recruitment and retention of competent human

resources and develop high commitment and a sense of belongings to the Company.

Accordingly, the Company'sHR Vision, Mission, Objectives, Strategiesand Policies.

HAL - Research And Development

• Leadership in R & D in the field of Aerospace.

• Enhancing HAL’s stature as a leader in Aeronautics.

• Strengthening HAL Design set up to take leadership role to meet civil and military

needs.

• To bring small and medium private industries under HAL umbrella by providing

technological support with the view to ensure that total internal and external marketing

for them is done through HAL.

• Strategic alliances with DRDO, NAL and other R & D labs and organizations

• Close co-operation with other defense PSU’s for work sharing

Focus of Human Resource Policy

66 | P a g e
 • Competence, Building

• Commitment

• Motivation

• Employee Relations

In the backdrop of the above, the focus of Human Resource Development

Present Set Up of HAL

HAL has 3 production complexes (Bangalore, MIG, accessories ) and Design complex

each headed by a Managing Director (MD) reporting to chairman is assisted by Director

finance, Director corporate planning & Administration in the corporate office.

P & A Department of HAL, Lucknow Division

P & A Department of HAL, LUCKNOW division has 9 Sections.The personnel and

administration department has been divided into the following sections:

1) Recruitment Section

2) Establishment Section

3) HRD Section

4) General Administration

5) Industrial Relations Section

6) Legal Section

7) Rajbhasha Section

67 | P a g e
The center is responsible for design and development of helicopters. The bureau also

undertakes programme covering modification on Chetah, Chetak, FRB blades or winds

powered turbines. The prototype testing and flight certification of the multi ole multi

mission helicopter the Advanced Light Helicopter is in progress.

Tenders At H.A.L

68 | P a g e
Facilities Management Division, Bangalore

Engine & Test Bed Research & Design Centre

69 | P a g e
 TRAINING & DEVELOPMENT OF EMPLOYEES AT HAL

Introduction

The main basis for the training and development sessions of an employee is his

Performance Appraisal Report. Based on this report the training needs of an employee

are judged and a training calendar is made so as to improve the performance of the

employees.

Objectives Of Training And Development

The objectives of the training and development sessions are:

1. Gap filling.

2. Skill improvement.

3. Quality.

4. New technology

5. Job knowledge.

6. Behavioural skills.

7. Information and awareness.

8. Cost and time saving.

70 | P a g e
Based on the Performance Appraisal Reports of employees or the Probationary Reports

of the trainees, the training need analysis is done and the following questions are

answered to make the training sessions successful and productive:

1. What programs are to be included?

2. Who will attend these programs?

3. Who will be the faculty or the trainers for a specific session?

Types Of Training

Basically, the training sessions provided in HAL is of the following types which have

elaborated below.

1. Internal training:In the internal training programs, the faculty or the trainers are the

employees of HAL only. They may or may not be from the same departments or

divisions. A training calendar (Annexure 5) is made in every financial year base on the

Annual Confidential Reports and circulated in the organisation.

2. External Training:In case the training needs of the employees cannot be fulfilled

from within the organisation, then the employees are sent to the external organisations.

3. HMA or HAL Management Academy:HMA is located in Bangalore. It circulates its

own training calendars and sends it to all the divisions of HAL. The employees who are

71 | P a g e
trained at HMA are compulsorily required to give a test of 1000 marks. This test includes

both, the Individual Project Work and also the Group Project Work.

Management trainees are handled by HMA or the HR department and not the training

department of the division.

4. Diploma or Technician Trainees:In HAL, the workmen (non officer post holders)

are divided into scales. The diploma engineers are equivalent to scale 6 while the

technicians or ITI are given a scale 5. For them, there is basically on-the-job training

which is tested and is given a weightage of 200 marks. The other trainings are like in the

field of Basic Manufacturing and Engineering holding approximately a weightage of 300

marks. There are other fields also where training is given.

5. Workshops:The basic problem that is faced in the external training is that the training

schedules or calendars are not made in accordance to the needs of a particular

organisation. They make their training schedules and thus the organisational resources

(time, money and manpower) are wasted. This problem is overcome by the workshops.

National Productivity Council or NPC is one of the chief institutions which organises

training and development programs for HAL.

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 TRAINING AND DEVELOPMENT PROCESS

The training process of HAL is given below:

1. Training need analysis is done with the help of the Performance Appraisal Reports

and feedback from department heads.

2. Financial budget for the training is set for the financial year.

3. Development of training module. Then it is observed whether in-house training will

be more beneficial or out-house training or should outsourcing be done.

4. Conduction of training program as per the needs and the financial budget of the

organisation.

5. Evaluation of the training program by getting the feedback form filled from the

employees. The sample format of the feedback form is given in Annexure 6.

In HAL, the training period is mostly of 6 months or more.

Preparation of training plan :

The training of Executives in HAL is given by :

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HAL Management Academy a unique body for imparting training to the Executives of

HAL &Out side agencies.

Imparting Of Training

Actual training is imparted with the help of in-house and outside agencies. The selection

of these agencies is done on the basis of reputation; programmes offered by them, past

experience and feedback received from the earlier participants. Training is also imparted

by nominating the concerned employee for an external training programme. All records

of the training are maintained at branch as per Record of Training in the Personnel folder

and the same is intimated to the Executive Office Personnel through the Monthly

Personnel Report.

Feedback

A feedback is taken from the participants through a questionnaire on the programme and

their impressions in order to further improve upon the same. There are three such

questionnaires available and one of these is used depending upon the nature of the

training programme and the level of participants. Also, a person from the personnel

department sits through the final session of the programme and takes the verbal feedback

about the programme.

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Induction Training

This is carried out as the very first step for any new entrant into Company. The

department prepares a schedule for the employee as per which he is required to spend

specific time in each department. During such period, he is reporting to the respective

department head. The objective of the induction programme is to familiarize the

participant to the function of different department. The copies of the same are sent to the

General Manager and all concerned. At the end of the induction, the trainee has to submit

a report to the Personnel Department.

Management Trainee’s Training

Management trainees are given a fortnight of induction programme. Corporate HR

advises it as per Management Trainee Training programme designed by them.

Thereafter, a detailed training programme is carried out whereby the incumbent is to

understand in depth of working of each department at various locations as per the

programme given by the Corporate HR. Corporate HR

maintains all relevant records pertaining to Management Trainee’s training at Bangalore.

A person gets nominated for the training programme in the following two ways:

a) Training programme flowing from the training needs.

b) Training programme for testing out the training/ increased awareness/ general

information/ omnibus training types etc.

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 CHAPTER-III

PRESENTATION OF DATA

AND ANALYSIS

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 RESEARCH METHODOLOGY

Research methodology is a way to scientifically 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 that are generally adopted by a researcher in studying his research problem

along with the logic behind them. It is necessary for the researcher to know not only the

research methods / techniques but also the methodology. It defines what the activity of

research is, how to proceed, how to measure progress, and what constitutes success.

It helps to understand not only the products of scientific inquiry but the process itself. It

aims to describe and analyze methods, throw light on their limitations and resources,

clarify their presuppositions and consequences, relating their potentialities the twilight

zone at the ‘frontier of knowledge’

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Benefit Of Research Methodology:

➢ Advancement of wealth of human knowledge.

➢ ‘Tools of Trade’ to carry out research; provide tools to looks at things in life

objectively.

➢ Develops a critical and scientific attitude, disciplined thinking or a ‘bent of mind’ to

observe objectivity (scientific deduction and inductive thinking); skills of research

will pay off in long term particularly in the ‘age of information’(or too often of

misinformation)

➢ Enriches practitioner and his practices; Provides chance to study a subject in depth;

Enable us to make intelligent decisions; Understand the material which no other kind

of work can match.

➢ Doing research is the best way to learn to read and think critical

Objectives of the Research

The main objective of the research is to study the t & d procedures adapt by the HAL to

fulfill the goal of thecompany, connection with various services provided by the

otherInternational country..

➢ The level of satisfaction of the employees by Training & Development process.

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 ➢ The kind of relationship developed by the HAL with their employees for career

advancement.

➢ The kind of facilities in terms of Training & Developmentprovides by the HAL to

their employees.

➢ To study about the overall performance of the team members.

➢ To identify the various aspect of the training need

The above information is to be collected in order to help the HAL management under the

t & d department.

Research Design

The formidable problem that follows task of defining the research problem is the

preparation of the research project, popularly known as the ‘research design’

“The research design is the 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.”

The study used a Descriptive Research design for the purpose of getting

an insight over the issue. Descriptive research design includes survey & fact finding

inquiries of different kinds. The major purpose of descriptive research is description of

state of affairs as it exists at present.

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Method of data collection:

This research work, questionnaires and interview method were used to collect the

information. Discussions were held with some of the managers & other staff

members.The complete data has been collected from primary and secondary sources:

Primary data:

Questionnaire method was adopted for collecting information from the employees of AL

Lucknow about their opinion and survey was done in order to find out the overall

performance of the HAL and the level of satisfaction of the employees.

Secondary data:

Secondary data was collected through HAL profile, through websites on the

internet, Books, newspaper, and information’s provide by the HAL employees

Sample Design

The study used a simple random sampling. A sample design is a definite plan for

obtaining a sample from a given population. It refers to the technique or the procedure

the researcher would adopt in selecting items for the sample.

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Universe

In this research the universe is Lucknow.The Universe is a complete, or the theoretically

specified aggregation of study elements. It is usually the ideal population to which

research results are to be generalized.

Sample size:

Respondents were drawn using random tables & samples size chosen was:

50 EMPLOYEES 10 EXECUTIVES

40 WORKERS

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 QUESTIONAIRE CONSTRUCTION:

The questionnaire prepared was structured and non-disguised. The Questionnaire

includes:

1) Multiple choice questions.

2) Subjective questions.

Through the questionnaire an attempt has been made to find out the training &

development programme which are provided to the employees by the HAL, whether the

employees are satisfied or not from this policy, and to know their job satisfaction and

facilities provide by the HAL.

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 ANALYSIS AND INTREPRETATION

Q.1) - Are you aware of training policy of the organization?

Table No. 1:Average Of Awareness Of Training Policy

Response Yes No Partly

Executive 8 -- 2

Workmen 10 7 23

Figure No. 1:Average Of Awareness Of Training Policy

80%

80%

70%

60%

INTERPRETATION

• 80%
50executives
% were fully aware of training policy while 20% executives were

partly aware.

• Among workmen 25% are aware of training policy,

40%
• 17.5% know nothing about training policy

• 57.5% employee knows only to some extent about training policy.

30%
283
0% |Page

20%
Q.2) - Is The Exist Provision For Regular Training Of Employees?

Table No. 2 Provision For Regular Training

RESPONSE YES NO TO SOME EXTENT

EXECUTIVE 10 -- --
WORKMEN 18 10 12

Figure No. 2 Provision For Regular Training

100%
100%

90%

80%

70%
INTERPRETATION

• All executives and that there is provision for training of employees but only 45%

60%
of the workmen agree with them.

• 25% workmen said that there isn’t regular provision for training at all.

• 30% workmen said that there is training provision but not so regular.
50%

40%
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30%
Q3) - Are suggestions taken from workmen to arrange need base training

programme?

Table no. 3: need for base training programme

Response Yes No To some extent

Executive 2 -- 8
Workmen 8 20 12

Figure No. 3:Need For Base Training Programme

80%
80%

70%

60%

INTERPRETATION

• 20% executives said that the opinion of workmen is always incorporated.

50%
• 80% executives said, views of workmen are incorporated whenever it is possible.

• 20% workmen said their views are always welcomed.

• 40%
30% workmen said only sometimes their views are incorporated.

• 50% workmen said their views are not taken at all while arranging training

programme.
30%
20% 85 | P a g e

20%
Q.4) Do training imparted to employee really develop there skill/ knowledge in job?

Table No. 4:Importance Of Training For Employee

Response Yes No To some extent

Executive 3 7
Workmen 32 8

Figure No. 4:Importance Of Training For Employee

80%
70%

70%

60%

INTERPRETATION

• 30% executives were of the view that training really develop skills of employee

•
50%
70% executives said that training develop skill of employee only to some extent

• 80% workmen said that training programmes really develop their skills.

• 20% said that their skills are developed only to some extent by these training
40%
programmes.
30%
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30%
Q.5) To what extent employees apply their knowledge/ skill which they have gained

through training in the work?

Table No. 5:Skills Gained For Training Programme

Response Completely Partly Not at all

Executive 2 8
Workmen 10 30
Figure No. 5: SKILLS GAINED FOR TRAINING PROGRAMME

80%
80%

70%

60%

INTERPRETATION

• 20% executive
50% said that employees completely apply the knowledge, which they
have gained through training.

• 80% executives said that employees apply only a part of knowledge they have
40%
gained through training.

• 25% workmen said they completely apply the knowledge.

30%
20%

20% 87 | P a g e

10%
• 75% workmen said they apply only apart of knowledge they have gained through

training.

CHAPTERIV

LIMITATION,FINDINGS,

CONCLUSIONS AND

SUGGESTIONS

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 LIMITATIONS OF THE STUDY

The study has been undertaken with full dedication and under the guidance of

experienced personnel yet certain limitations were perceived in spite of all the best

efforts against it, which are-

 As the time was limited and organization was so large, view of all the Employees

could not to be taken. Thus a random sample was taken. Therefore the findings may not

exhibit the accurate figures but they give a fair idea of opinion of employees.

 Some employees were reluctant & hesitant to give their views.

 As some respondents (technical persons) were not able to fill the questionnaire due to

time constraints the information collected from them verbally, which might have

affected the results to some extent.

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 FINDINGS

From the research project undertaken by me, I found the following things:

1. In terms of Human Resources, HAL is one of the best organizations.

2. During my internship in HAL it has been found that the there is an ascending order of

the Grades i.e.; starting from 1 to 9. It means the person who is holding the grade 9 is

the high post in HAL.

3. The person recruited should be a well qualified (Engineer, MBA’s, etc.). It helps

them in further promotion.

4. The employees, who are ranked on the scale starting from 2 to 10, are either

graduate, SSC or high school for the lower post (scale 2).

5. HAL is a big organization. It consists of a huge number of employees and the

training and development programme is done at a grand level.

6. Being an organization associated to Defense, the documents related to the

organization are kept confidential and outsider’s interference is completely

prohibited.

7. The security department of HAL is highly organized.

8. The work is done in a systematic order with the full motivation of the employees in

the organization.

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 CONCLUSIONS

In my point of view the measures of training & development in the HAL is

optimum. The process adopted in the organization is given in the project above.

In HAL the measures of training & development are easy and well planned and I

saw that the workers are very qualified & polite and they also co-operated me with full

heart. I realized that the training & development process is very systematic and its rules

are put up by highly skilled persons which are legal in accordance to government.

Hence, at the end of the internship training at HAL, I concluded that the highest

posts are filled mostly by promotion on the basis of experience and performance. And

lastly I would like to conclude that the processes and working of HAL as a whole is very

good and preplanned.

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 SUGGESTIONS

Following suggestion is based on the feedback and information collected from the

employees of HAL,Lucknow division-During the measures of training and development

it already maintain its standards. HAL training and development programmeis a good

process but also require time to time situational modification.

1)-HAL can select highly skilled candidates through seminar and they should

continuously kept in touch with management institutions, science institution, technical,

technical institution and non technical institution like IIM Bangalore, IIT, Diploma

institution.

2) - Methods of training need assessment / identification should be made more clearand

known to employees, so that they don’t feel biasness in nomination ofparticipants for

training programme.

3)-Employee’s suggestion should be given more importance while arranging need Base

training programme, then they will try hard to fulfill the purpose of training.

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 ANNEXURE-I

Questionaire

Q.1) Is every employee aware about the training policy?

a) yes

b) no

c) somewhat

Q.2) Does the every employee knows the provision of regular training?

a) Yes

b) No

c) Partly

Q.3)What in your opinion should be the time period of

conductingcontinuous training programme?

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 a) Quarterly

b) Half Yearly

c) Yearly.

Q.4) Does the Training programme helps in improving the

skills and performance area?

a) Yes b) No c) Somewhat

Q.5) Should the employee get the total over view about the training &

development activities?

a) Excellent

b) Satisfy

c) Somewhat

Q.6) Does the motivation scheme encourages them for training?

a) Yes

b) No

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 BIBLIOGRAPHY

BOOKS

➢ Human resource management by RAO, V.S.P

➢ Research methodology by KOTHARI C.

JOURNAL

➢ Employee Handbook

PRESS RELEASE

➢ News papers - business standard

➢ Monthly magazines

 business world

 Front line

WEBSITE

➢ www.ctchr.com

➢ www.hr.ac.in

➢ www.answer.com

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