I wish to express my sincere gratitude to my guide Mr. K. Prabhakar (Head Corporate HR Apollo Tyres Ltd.) for taking personal interest, providing valuable guidance, encouragement and timely supervision throughout the completion of this project. I am extremely indebted to Mr. for his guidance and enriching suggestions without which this project would be lacking in competence.



 Executive Summary  Introduction • • Training and Development Review of Literature


3 26

 Scope of The Project • • • Significance Project Objectives Company Profile 32 33 34 50 50 50 51 52 61 65 73 74 75

 Methodology • • • • Sample Data Collection Limitation Training and Development at Apollo Tyres

 Results  Analysis and Conclusion  Recommendations • Scope of Further Research

 Bibliography


Never before has the rapid increase in new knowledge and technology and in the base of change and itself demanded a learning response as great as what is now required to remain competitive. Today individuals and organizations must become continuous learners to survive and hence it is not surprising to find that most successful organisations operate in a continuous learning mode. The challenge of globalization, technological innovation increasing competition and growth through expansion,

diversification and acquisition has had a wide-ranging and far reaching impact on HRD. There is a need for a

continuous process that aims at providing fresh knowledge and skill inputs to the employees so as to ensure the development of their competencies, dynamism, motivation and effectiveness in a systematic and planned way, thereby improving the productivity As a result, and overall and organizational development



activities have acquired great significance and are now firmly centre-stage in most of the organizations. Hence it can be said that with the advent of free market economy rapid change in the environment, training and development activities have assumed an importance never before

witnessed in Indian corporate history.


Thus. Development takes place as a result of training and essentially implies growth plus change. harnessing and developing of the human capital to the benefit of both the individual and the organization into days highly dynamic and competitive business world through a comprehensive study and analysis of the latest training and development techniques used by Apollo Tyres Limited.TRAINING AND DEVELOPMENT Training is the process of assisting a person in enhancing his efficiency and effectiveness at work by improving and updating his professional knowledge developing his personal skills relevant to his work and cultivating in him appropriate behavior and attitude towards his work and people he is working with. training and development go hand in hand. 2 . My endeavor has been to gain an in-depth insight into the process of discovering.

one ‘one-off’ investment. There really is no alternative than to make sure that human skills so vital to the corporate success are recognized. increased profitability. is beginning to be recognized as part of the solution and hence the total investment in training is on the rise. This is true for all organizations. highly dynamic work place. This is true today as it has always been. Hence. The top management looks at the loss and profit equation for any activity. The return on investment on HRD is still controversial in view of the time variable in achieving the desired change and effectiveness in the employees. It is a continuing investment. evaluation of training programmers and introduction of the 3 . Not only is it needed to create the skilled workforce. Training is not however. but also maintain the high levels of skills demanded by the ever changing. The shortage of such people is widely accepted and training.TRAINING AND DEVELOPMENT TRAINING AND DEVELOPMENT – SCALING NEW HEIGHTS Corporate success depends upon having and retaining talented people. harnessed. at long last. reduction in wastage etc in return for investment in training. It is interested in the benefits to the organization in the terms of increased productivity. developed and suitably maintained.

TRAINING AND DEVELOPMENT necessary corrective measures also assumes considerable significance. Every organization. needs to have well-trained employees in its workforce who are prepared to perform their jobs. soon become outdated. managerial and behavioral aspects. Training and development are important activities in all organizations. large and small. One of the main mechanisms of achieving this environment is training. which do not develop mechanisms to catch up with and use the growing technology. Training programs attempt to teach trainees to perform a specific job and a particular activity. The term 'training' refers to the acquisition of specific skills or knowledge. the organization should create conditions in which people acquire new knowledge and skills and develop healthy patterns of behavior and styles. 4 . If human resources have to be developed. Systems and practices get outdated soon due to new discoveries in technology. However. including technical. Training is the most important function that contributes directly to the development of human resources. developing individuals in the organization can contribute to the effectiveness of the organization. Training is essential because technology is developing continuously and at a fast rate. Organizations. regardless of size.

5 .TRAINING AND DEVELOPMENT The term 'development' usually refers to improving the intellectual or emotional abilities needed to do a better job.

While education is concerned mainly with enhancement of knowledge. 6 . Responsibilities in future which would call for additional knowledge and superior skills. by developing skills relevant to his work and cultivating appropriate behaviour and attitude towards work and people. But there are complains about the ineffectiveness of training and possible waste of resources because of the use of stereotyped and conventional methods in training which are often not set completely in tune with job requirements. so that he becomes a social being. considerable importance has been accorded to training in social development and this is evident form the fact that the community spends roughly six million dollars annually on training every year. His training continues in the school and the college situations. Training is different from education particularly formal education. In India. Right form the time a child is born he starts receiving training form his mother for a variety of needs. Training could be designed either for improving present capabilities at work or for preparing a person for assuming higher. stimulating aptitude and imparting skills related to a specific job.TRAINING AND DEVELOPMENT PRINCIPLES AND EVALUATION OF TRAINING Training is the process of assisting a person for enhancing his efficiency and effectiveness at work by improving and updating his professional knowledge. It is a continuous process Training is a continuous and life long process. training aims essentially at increasing knowledge.

Improvement on the job is complex function of individual learning the norms 7 improvement on the job. Individual action leads to 3. Learning is a simple function of the capacity of the participant to learn and the ability of the trainer to teach. 2. Apart from change of attitudes. .TRAINING AND DEVELOPMENT However training as an organized effort is designed with certain objectives. Motivation and skills lead to matter knowledge by a action. Learning the trainer teaches. training provides and synthesizing with the help of the trainers. for example to help the trainees to be informed of the subject matter which they have to use in their work situation. the information already available on the subject. The participant learns what 2. their skills have to be improved and knowledge or information has to be imparted through effective methods. Thus there is a separate specialized discipline of trainers specializing in the field of human activity. Skills are acquired through practice. is a complex of the the participant leads to action. norms of the training groups the training methods and the behaviour of the trainers and the general climate of the institution. Prevailing concept New concept 1. The acquisition of subject 1. and function of the motivation capacity individual participant. Training is a time-bound programme. The participant's motivation is influenced by the climate of his work organization. 3. In other worlds.

TRAINING AND DEVELOPMENT of the working group and the general learning frustration. It begins and ends with the course. phase. training. administrators and planners greatly appreciate the relevance of training in development process. Training is the responsibility 4. its untrained personnel are unlikely to prove effective. 8 . There has been in some quarter’s criticism of training and it is often argued that personnel can acquire administrative All It has a preparatory pertaining and a post-training are equally climate used of leads the to organization. It is in this context that expert. of three partners: the participant organization the participant. Individual important to the success of capabilities and work skills through apprenticeship capabilities and work skills through apprenticeship rather than through formal training. and the training institution. 4. Training is the responsibility of the training institution. While the training cannot by itself guarantee the success of a development programme. subsequent.

reducing the probability of grievances and discipline Compens ation Training and develop ment Performa nce evaluatio n Employee relations 9 . But hiring additional employees adds to training needs Training helps employees perform better Performance evaluations provide information that helps to assess training needs Training should improve performance and result in higher levels of pay Financial incentives can create greater enthusiasm for training and increased participation Skilled employees should perform better.TRAINING AND DEVELOPMENT INTERACTION BETWEEN TRAINING & DEVELOPMENT AND OTHER HUMAN RESOURCE FUNCTIONS The interaction between training and developmen t and other human resource functions Training opportunities reduce the demand for highly qualified applicants Staffing Careful selection may reduce the need for training.

the skills and attributes of the job holder and the extent of the gap. it is the evaluation/ feedback process which makes this a cyclical event without it training would be a linear process leading from initiating training through to its implementation. Examining what skills and attributes are necessary for the job to be undertaken. 10 . Stage 3: Discovering the trainees attitude to training (reaction) and whether the training has been useful from the point of view of training. Evaluation provides feedback which links back to the initial stages of training design. towards Reaction the involves the participants feelings training process. the trainer and the training methods used. Stage 4: Discovering whether the lessons learnt during training have been transferred to the job and are being used effectively in doing the job. The steps in the cycle are:Stage1: Identification of training needs. Learning is the extent to which the trainee has actually absorbed the content of the learning event.TRAINING AND DEVELOPMENT Unions may participate in the design and presentation of the training The Training Cycle A training cycle consists of a series of steps which lead to a training event being undertaken. preparation and delivery of training. Stage2: Design. including the training content. Indeed.

Stage5: Evaluating the effects of the training on the organization. It is not rare event for changes in behavior to be temporary. PREPARATI Reaction to and learning from the training Transferring training tot he work place Evaluation of the impact on the organisation Measuring perspective effects. Stage 6: Reinforcement of positive behavior. with a gentle slide back to previous ways of 11 .TRAINING AND DEVELOPMENT Identification of training needs DESIGN. subsequently little real action to clear it. It is optimal that positive outcomes are maintained for as long as possible. Thus is the area on which there is perhaps most confusion.

Feedback on the process of actually delivering the training can come from the reaction and learning stage. Identification of training needs The procedure of identifying training and development needs is crucial for the success of the training function and requires to be carried out systematically on a regular basis. How are training needs identified to match the organizational requirements in terms of technology /task/ people? Has the training bought the desired change in the individuals performance and if so. It is important to note the feedback loops. preferably every year. how is it assessed? 12 .a process best done by quantitative methods and with hard. qualitative information. • Allowing insights into the method of learning. transfer of the training to the work place and the the evaluation of the impact of the training. • To determine the worth of training to the organization. feedback for the identification of training needs comes from an assessment of the transfer of work to the training and the evaluation of the impact on the organization.TRAINING AND DEVELOPMENT working. thus using mainly softer. numerical data. where the experience of those involved are the main focus. It is important to note that these feedback loops may consist of two very different types of information. The main.

in the light of the information 13 . time and efforts. they will take this exercise seriously. Strictly speaking the act of evaluating training is the act of judging whether or not it was worthwhile in terms of some criterion of value. Evaluation of Training Programs Training programs are conducted with a view to help the employees to acquire the knowledge. Therefore.TRAINING AND DEVELOPMENT These are the focal points. Only then. one has to know whether such an investment in training yielded the desired results. However. Managers must perceive that their recommendations are grown due consideration and suitable actions are initiated to satisfy the felt needs. Many organization have their own system to identifying training needs every year. Hence. Evaluation means literally. which require attention of the HR professionals to assess the training needs of the employees working in the organization. the assessment of value or worth. skills and attitude necessary to perform the task assigned to them. formulation of suitable and need based training programs and their timely implementation is very important for the success of any training program. This desire naturally leads to evaluation of training. need identification exercise can do real harm if the needs are not met by conducting suitable programs. They are conducted in order to bring about a planned change which in turn involves substantial investment of money.

Evaluation in training will assess the extent to which work-related results can be demonstrated to arise from the training. evaluation can provide useful data both for improvement of training and enhancement of learning. • It provides a basis for introductory the necessary corrective measures. positive elements of training can be maintained and reinforced. Thus.TRAINING AND DEVELOPMENT available. Evaluation is the tool whereby information about the result of trainees. practical evaluation of training substantially outweigh the costs six direct benefits of evaluating training programs are:Quality Control: Quality control systems are designed to ensure that products or services are fit for their intended purpose. • It determines the degree of effectiveness and success of the training programs. Successful. then it becomes hard to justify the commitment of any resources to the training activity and they can be reallocated to 14 . interaction with the learning experiences systematically collected and analyzed. In brief it is important in 3 ways. whilst negative elements removed or revised. • It indicates whether appropriate monetary investment is made on the implementation of training programs. If results cannot be justified. The benefits of constructive.

it is very important that the HR controls the choices of appropriate 15 . regardless of whether an evaluation system is in place or not. Efficient training design: It throws an emphasis on those elements of a training system which matter.TRAINING AND DEVELOPMENT where they may make a greater impact. Being assessed on their contribution to the ‘bottom-line’ of the business puts the HRD function on the same footing as other functions. This helps to break down the barriers facing the integration of HRD professionals within the organization. Given this. such as proper definition of objectives and setting criteria on now these objectives are to be measured. When resources are to be allocated and new investment decisions to be made. Enhanced professional esteem: Training professionals can gain enhanced stature from having systematic evaluation of data rather than intuitive assessment of their contribution to the business. Appropriate criteria of assessment: Individuals within an organization will make judgements about how effective the training function is. Enhanced negotiating power: On much the same tack evaluation makes it possible for the HR function demonstrate a successful to contribution to the business over a period of time. them being able to show the outcomes of training would be invaluable. instead of claiming that the nature of their work does not allow an application of the same criteria.

SYSTEMS MODEL FOR TRAINING Assessment Phase Assess Training needs and training resources Identify training objective Training and development phase Select training Pretest methods and trainees learning principles Evaluation phase Compare training outcomes against criteria Develop criteria Conduct training Monit or trainin g Feed back 16 . which it can most safely do on the back of a formal evaluation process. Intervention strategy: Evaluation can be a tool for changing the way that training is integrated into the organization.TRAINING AND DEVELOPMENT criteria. It offers a means by which the HR function can build on its enhanced esteem and negotiating power to play a more active role in developing policies.

Reduce the learning time required for employees to reach acceptable standards of performance.Managerial 3. 6. 4. 2. These capabilities can be considered under four categories: 1. loyalty and cooperation.Behavioural 4.Conceptual 17 . Reduce the number and cost of accidents. Different jobs require different capabilities. 3.TRAINING AND DEVELOPMENT BENEFITS OF TRAINING: Training usually is a strategic human resource activity because it plays a major role in determining the effectiveness and efficiency of an organization. A successful training and development program will achieve the following benefits: 1.Technical 2. Satisfy human resource planning requirements. 5. Help organizations to respond to dynamic market conditions and changing consumer demands. Improve the quality and quantity of work done. 7. Help employees in their personal development and advancement. Create more favourable attitudes.

systems analysis. As managers have the task of getting things done by others with optimal use of resources for achieving the best possible results. they need to possess managerial capabilities. initiative etc. better monitoring. They include information. and for better achievement of results. performance budgeting etc. MANAGERIAL CAPABILITIES: They include the ability to organize. communication skills. skills and knowledge. 18 . plan. Attitudes and orientations play an important role in determining the effectiveness of the employees to a great degree. Mere knowledge of behavioral sciences does not ensure that person has behavioral capabilities. coordinate. Management skills involve the application of these techniques for better planning. evaluate and redesign a variety of activities. Knowledge of management techniques like PERT. BEHAVIOURAL CAPABILITIES: These include leadership skills. better coordination. dynamism. ability to motivate others. ability to work as a team member. are evidences of managerial capabilities.TRAINING AND DEVELOPMENT TECHNICAL CAPABILITIES: They deal with the technology of the job or the tasks the employee is expected to perform. monitor.

model building capabilities and perception of various tasks and their interrelationships within the organization and outside it. imagination. futuristic thinking. and to give him a feel of the organization and feel part of it.. the employee may soon feel alienated. its mission etc. The induction training normally does not focus on skill development.Orientation/Induction Training: The orientation or induction training is given to employees as soon as they join an organization. It focuses more on perspective development and understanding of the organization. 19 . to help him understand the expectations of other employees from him. Without such understanding of the organization. Induction training is one way in which culture and traditions are established and maintained through socialization of the new employees into the culture of that organization.TRAINING AND DEVELOPMENT CONCEPTUAL CAPABILITIES: These involve conceptual understanding of one's own tasks in relation to those of others. TYPES OF TRAINING: 1. to help his role in detail and see the link his role has with other roles in the company. The purpose of this training is to orient the employee to the company and its tasks.

On-The-Job Coaching: On-the-job coaching is another way of training employees.Apprentice Training: Apprentice training is given to those who have just completed their studies and are about to enter the organizational world. either on a day-to-day basis or periodically.TRAINING AND DEVELOPMENT 2. job rotations. On-the-job training should be particularly stressed upon during the early stages of their careers. The Training Department assesses the training needs of various categories of employees periodically. This type of training is given to employees who are new to a given job (not necessarily to the organization). IN-HOUSE TRAINING: In-house training programs are programs offered exclusively for the employees of an organization by the organization. internships. The apprenticeship involves practical training under the guidance of one or more instructors designated by the organization to train the trainees. The purpose of this kind of training is to equip the employee with the capabilities required to perform various tasks of his job. This may involve skill training by the supervisor of the employee. invite suggestions from the senior executives of that company on the training needs as perceived by them. 3. On-the-job training techniques also include job instruction training. keep in touch with the new developments taking place in the outside world that have relevance to their 20 . coaching and counseling.

In the in-house training programmes. it is easier for them to sponsor a few employees for training by outside agencies. the training department may use its own senior employees as trainers or may depend exclusively on outsiders or may use both sets of resources. DISTANCE TRAINING: Distance training is the training conducted without the trainer being physically present near the trainee. autoteaching machines. video and audio cassette programs.TRAINING AND DEVELOPMENT own organizational activities and periodically invite outside trainers to train their employees. programmed instruction materials. SPONSORED TRAINING: As most organizations do not have sizeable units of training. CAREER DEVELOPMENT PROGRAMS Career Development programs help people grow and continue after they begin their employment. alumni bulletins etc. Career Development refers to helping individuals plan their future careers within the organization. processes etc. The most well known forms of distance training are correspondence courses. This form of training is useful mainly to keep the trainee informed about various developments in his field or to acquaint him with new technology. The objectives of career development are to help 21 .

the most immediate benefits of career development include a better job. increased involvement at work. INDIVIDUAL BENEFITS: For the individual. Employees who remain in the same position for an extended period typically become obsolete.TRAINING AND DEVELOPMENT individuals achieve maximum self-development and also to help the organization achieve its objectives. a better understanding of what is expected and broader knowledge of additional areas of career interest. such as increased job satisfaction. which increases the level of motivation for aspiring managers. the development of a career orientation rather than a job orientation. Career Development also provides less tangible benefits for individuals. greater mobility. Career planning helps to prevent the problems of obsolescence by providing employee training by moving employees into different jobs. either because of a lack of training or a lack of motivation. and by motivating employees to make valuable contributions to the organization. an organization is able to practice promotion from within. increased responsibility. organizations are able to identify future managers and prepare them to achieve organizational goals. 22 . ORGANIZATIONAL BENEFITS: Through the development of competent employees. more money. By developing competent replacement managers. and the acquisition of skills that improve productivity. greater exposure.

6. Answer questions and provide useful insights. Provide instruction in specific skills and knowledge critical to successful job performance.Career Counseling: Most organizations provide some form of career counseling on various occasions: during employment interviews when employees are first hired. Effective mentors teach these new employees a number of things. during employees' annual performance 23 . DEVELOPMENTAL PROGRAMS: 1. 3. coach or advisor who provides advice and assistance.TRAINING AND DEVELOPMENT An organization that tries to help employees’ plan their careers can benefit directly through lower turnover and personal costs. A mentor is a trusted counselor. Offer emotional support and encouragement. 2. Mentoring: Some organizations assign an experienced employee to serve as a mentor for new employees. 2. 4. Create an environment in which mistakes can be made without losing self-confidence. Serve as a role model. which include: 1. Help in socializing them in the culture of the organization and understanding the unwritten rules of the organization. 5.

TRAINING AND DEVELOPMENT evaluation interviews. while others do it only for exceptionally bright and promising candidates. such as professional organizations or colleges and universities and are organized by the T&D department of an organization. These programs maybe conducted in-house or by external sources. Career path information must be provided to the employees before a possible career path can be charted out for them.Career Development Programs: Career development includes any and all activities that prepare a person for progression along a designated career path. 3. Career counseling typically occurs as part of the day-to-day relationship between a supervisor and a subordinate. Some organizations provide job progression plans for all new employees.Career Pathing: Career pathing refers to identifying a sequence of jobs through which an individual can expect to progress towards high levels of management. Moreover. some organizations provide special career counseling by conducting psychological assessments of employees and helping them interpret their individual results. 24 . and as part of the special career counseling that is provided for high-potential employees. Career development usually involves both formal and informal means. 4.


Internal Mobility There is a possibility in organizations that over a period of time an employee will change his role or position, from one job to another – laterally or vertically in the organization structure. This kind of employees’ movement within an organization is known as internal mobility. Internal mobility includes a cluster comprising, may take place between jobs in section, sections, departments, division or even between plants in multi - plant operations. Promotion Promotion is the upward reassignment of an individual in an organization’s hierarchy, accompanied by increased

responsibilities, enhanced status, and usually with increased income, though not always so. On being promoted, the

promoter’s duties and responsibilities increase, and the higher one goes in an organization the greater the implications of the individual’s decisions on the viability of the enterprise. After

promotion, an individual’s duties and responsibilities usually becomes qualitatively different from those of this earlier job. The following are the objectives of promotion: 1. It is recognition of a job well done by an employee. 2. It is a device to retain and reward and employee for his years of service to the company. 3. It is to increase individual and organizational effectiveness.



4. It is to promote a sense of job satisfaction in the employee. 5. It is to build loyalty, morale and a sense of belongingness in the employee. 6. It is to impress upon others that opportunities are open to them also in the organization, if they perform well. An internal mobility system also needs as supportive information system to make it viable. It is desirable to have a central, maintain a detailed inventory of the skills of all employees and coordinate all information – promo -table posts available, posts vacant, number of employees on transfer, permanent and temporary posts. When making internal mobility decisions, organizations tend to place emphasis on their objectives, filling job vacancies,

eliminating employee surpluses, correcting behavioral problems, etc. Promotion maintains organizational effectiveness through maintenance of employee moral and favorable attitudes towards the organization. Demotions frequently used as from of

disciplinary action since it represents loss of status and earning. Transfers are required in the process of organization job requirements, job rotations and filling in absenteeism,

separations and termination, such as discharge and dismissal, from a part of the outward mobility of an organization.



A number of studies on the identification of training needs in India are available. Some of them deal with the general framework studies. For training activity to be meaningful, Dayal (1970a) while others are specific company based

suggests that a detailed study of jobs and skill analysis is absolutely necessary. The training, thus, imparted would help the employee to adjust to their job requirements. As far as the supervisory category is concerned. Sundaram (19709) points out that the training needs for supervisors can be identified through careful observation of their work which is indicative high cost, poor of poor performance, low production,

product quality, high scrap, spoilage,

wastage, accidents, absenteeism, and turnover. The day-today complaints and grievances also form a useful sources for identifying their training needs. Given that supervisors are the first contact point for the workers. Ghosh (1984) stresses the need for behavioral inputs in any training programme organized for managers. Srinivasan (1977)

recommends that their training programmes should focus on corporate planning, organizational development, and personnel management. Bhatia (1981) sees a shift from knowledge to attitude as

the main objective of training. He identifies three areas of



training- technical skills and knowledge, knowledge of organization and external systems, and conceptual and interpersonal skills. He suggests that the emphasis on

these three must vary according

to the level of the

employee. The workers training should focus on technical skills and knowledge followed by conceptual and

interpersonal skills, and knowledge of orgnaisation and external systems. In the case of supervisors, conceptual

and interpersonal skills should be emphasized followed by technical skills and knowledge, and knowledge of

organisation and external environment. As far as managers are concerned, the sequence is the same as that for supervisors except that the order of knowledge of

organization and external environment and technical skills and knowledge is interchanged. Seth (1984) administered a 720item questionnaire on 119 personnel managers. The cluster analysis revealed

personnel managers to be more employee oriented; able to recognize the utility of group processes, and having fait in workers ability to take initiative and handle responsibility. On the basis of results. Seth suggested that training for personnel managers should be directed towards attitudes and beliefs underlying managerial philosophy and their inter relatedness. As far as identifying concerned, factors. 28 Glaxo training needs by the company is considers the following


Changing organizational structure 4. Articles: Articles published in journals or magazines often indicate individual company’s experiences with personnel utilisations and the ways organisations improve productivity. the person himself identifies the need for training and records it or the appraisee discusses the individuals training needs in view of this deficiencies on the job. He lists 17 sources for identifying training needs. 1980) Studies on the identification of training needs thus emphasise not only the organisational analysis but job and individual role analysis as well. this process helps a great deal in making training useful to both the employees and the organisation (lawande. Since Glaxo uses the MbO system. Such individual experiences could 29 . 3. Level of individual and group performance.TRAINING AND DEVELOPMENT 1. It is also useful to note that many studies emphasise the need for training in human resources management. Perceived organisational imbalances. Some of them are highlighted below. Level and rapidity of technological and administrative changes 2. Johnson (1967) suggests that clues for training needs can also come from a number of written sources. 1. At the individual level.

wastage. machine breakdown. 7. 2.TRAINING AND DEVELOPMENT be a good source of learning others. 6. from the experiences of Books: Knowledge in training and development is increasing at a faster speed today than before. Factual data: Factual information such aspects as absenteeism. Grievances: Formal grievances are important sources to identify training needs. Many books are published every year on training and they provide useful sources in learning newer techniques developed in identifying training needs. 4. turnover. These can become useful themes for training. and the like also open avenues to identify what can possibly be done to improve upon them. Crisis: Crisis situations in orgnaisations provide useful data for preparing people to not only face such situations but learn to avoid them in future. 30 . Companies: All organisations in organizations provide useful data for preparing people to not only face such situations but learn to avoid them in future. Case studies: In an attempt to find solutions to specific problems people often show gaps in understanding. 3. 5. sales.

In other words those who were older did not feel ten need for training and if offered in service they did not want to go through it. they provide useful feed-back on the total activity of an organisation and may often identify gaps in various areas of orgnaisational functioning. Reports: Often reports submitted by many departments provide useful clues on what is lacking or what should be reinforced. Who needs what kind of training was the focus of a study by Singh et. 9. (1998). In a study of 92 Anganwadi workers. These were cost consciousness. al. Since suggestions have a base in experience they provide useful clues for training needs. Instead of going to HRM department. Their study revealed five contents of training that were identified by a very large majority of respondents. A more direct approach for identifying training needs was used by Kanitkar et. sanitation and hygiene. and operations and maintenance of utilities.TRAINING AND DEVELOPMENT 8. However the 31 . they approached section heads and senior managers of 73 milk unions associated with National Dairy Development Board. Rumours and grapevine: Taken seriously. Suggestions: particular A number of organisations and take are them very very about suggestions seriously. loss control. they found that the need for training correlated inversely with age and in service training.(1994). marketing.

etc. The difficulty or complexity of the task. project performance appraisals. 7. Think about how you would apply these criteria to a task area that you teach (e. 5. The percentage of total work time that job incumbents spend on the task.g.) Criteria for selecting a Training task 1. 6. 3. How critical the task is.TRAINING AND DEVELOPMENT need for training correlated significantly and positively with education. management. The probability of deficient performance of the the part of job incumbents. 4. The percentage of job incumbents who actually perform the tasks 2. task on 32 . Scheme. World processing. years of experience. job satisfaction. The among of delay that can be tolerated between the time when the need for performance of the task becomes evident and the time when actual performance must begin. communication skill.. The frequency with which the task is performed. Mayo and DuBois (1987) cite eight criteria for including a task in a training course.. knowledge level and attitude towards integrated Child Development Service.

How soon the task must be performed after a person is assigned to a job that involves it.TRAINING AND DEVELOPMENT 8. Finally. the selection of training objectives may hinge on one’s under standing of adult learning needs. 33 .

has increased due to rapidly changing technology and work culture in industrial environment due to an increasingly skilled workforce and very competitive global marketing. for the development of self as well as the organization. Training is very much essential to upgrade skills of employees in this scenario. 34 .TRAINING AND DEVELOPMENT SIGNIFICANCE The significance of the study on training and development by the new researchers. study on Training and Development is extremely important as it reveals and identifies the lacunas in the training policy and the areas where the organization can improve for the betterment of the organization as well as the industry. Thus.

How will the training needs be identified 3. This will be done on the basis of four parameters which forms the basis of the questionnaire1.What is the purpose of training at Apollo 2. up for identified more functional skill areas to of the effective contribution organization. Effectiveness-How effective is the system This analysis will be based solely on the perception of individuals who have gone through this process. Purpose of training. Identify training needs. • Providing platforms for professional growth and exploration leading to overall improved organizational health and quality of life. Administration set up for training-What is the set up like 4. • Developing human resources in consonance with broader corporate horizon and long range vision of the organization.TRAINING AND DEVELOPMENT PROJECT OBJECTIVES The objective of my study is to examine the training and development process being followed by Apollo Tyres Ltd by• Honing personnel. The 35 .

36 . • The Limda plant came into operation from the year 1991 and in the year 1995. in technical AG. Apollo tyres limited is one of the fastest growing companies in the world • The first manufacturing unit located in Perambra near Cochin in the state of Kerala began its commercial production in the year 1977. with USA the General owned largest Tyre by tyre International Continental (now fourth company in the world). sector 32. • In the year 1997. Germany. • Apollo’s workforce constitutes of 6. the company took over Premier Tyre Limited at Cochin and Apollo brand products are being made there. • The corporate office of the company is located at Apollo House.TRAINING AND DEVELOPMENT outcome will depict whether difference in perception exists between two levels of employees or not. • Apollo tyres have been rated as the 6 th fastest growing tyre company in the world by European Rubber Journal. • A latest state of the Art passenger Car Radial Plant has been set up at Limda in 1999.500 employee’s countrywide and 140 employees in the corporate office. collaboration Corporation. 7 institutional area. COMPANY PROFILE • Apollo Tyres Limited was incorporated in the year 1972. Gurgaon and the Registered office is at Cochin. Apollo started a new tube plant at Ranjangaon at Pune.

by offering marketing its products to Asian and American countries through Apollo International limited a wholly owned subsidiary of Apollo tyres limited. their brand like Hercules.TRAINING AND DEVELOPMENT • Apollo is the market leader in the replacement segment. Xt-7. • Its tyres meet the stringent quality standards of DOT (Department of Transport) and FMVSS (Federal Motor Vehicle Safety Standards). Load Star Super. Apollo tyre launched its Kaizen range mainly to develop the multibrand dealer network them world class products. The 2000 exclusive dealers are under the brand of “Apollo Tyre World”. • In 1998. In radials they have the Amazer XL and the storm range of tyres and in a short span of time have achieved market leadership position. Xt-9 is very well accepted. • The company has a large wide domestic marketing network consisting of 97 offices. Amar. • Apollo has identified export as the focus area. both to Original Equipment Manufacturing (OEM) and institutional buyers other than the replacement market. 2000 exclusive dealers and 1000 multi brand dealers. This network helps Apollo to ensure excellent and timely delivery of products to the customer and also helps to provide prompt after sales service. 37 . The state transport undertakings and the government agencies are also amongst the customer base of Apollo. • The company also sells its products. In truck tyres.

Apollo Finance Limited doing merchant banking. finance and leasing business. Objectives were redefined with growth through quality products and services coupled with an aggressive market penetration strategy. 58 crores company bear fruits wiping out the in 1984. 38 .8 crores till then. • Today Apollo tyres limited is the best professional Tyre Company in India. The average employee age of the company is only 35 years. A new dynamic management team under the leadership of Vice Chairman Managing Director. • Apollo tyres has now reorganized itself using the profit center concept for all its location and divisions. Mr. 57 lacs was made on a after accumulated losses of Rs. With expense containments made the turnover of Rs. 27. Onkar S Kanwar. A modest profit of Rs. took over the helm of the company. making of them the highest number management graduates in the industry. It has today more than 500 qualified professional employer of working the for them.TRAINING AND DEVELOPMENT • Apollo has another subsidiary company namely. This has been done to enhance effectiveness and efficiency at all units across the locations. • It was in the year 1982 that Apollo tyres limited formulated and put in action a series of pragmatic profit generating policies geared to take the company and on the fast growth track.


Manufacture and service our Products to provide the level of Quality and value that meets Every Customer need.TRAINING AND DEVELOPMENT QUALITY PLEDGE We. the people of Apollo Tyres Ltd. We will aim to generate Customer enthusiasm through Continuous improvements in Our products and services. Aimed at total customer satisfaction 40 . Will create an enterprise Committed to quality It is our policy to design. We are committed to Excellence in the way we Work together within the Organization as well as outside.

600 13.000 2.26.600 32.000 118 192 55 30 TOTAL INSTALLED CAPACITY: 455 MT/Day OUR PRODUCTION GROWTHS Year Mt/Da y 199094 1995 1996 1997 1998 1999 2000 2001 2002 2003 2004 2005 Pera mbra Barod a Premi er Pune TCIL Other conve rsion units 10 10 15 20 25 30 30 35 15 15 15 15 Total 75 106 106 106 106 106 112 112 112 118 118 132 65 75 85 100 130 150 165 180 180 190 40 45 55 55 55 55 25 25 30 30 45 45 45 45 45 45 85 116 186 201 216 236 357 387 417 438 443 469 41 .84.000 1. S Kumar’s and other flap manufactur er Land Area (m2) Building Area (m2) Installed Capacity (MT/Day) 3.000 5.44.TRAINING AND DEVELOPMENT BRIEF PROFILE Peramb ra Baroda Kalamas sery Ranjang aon Conversio n unit and other sources TCIL.000 63.30.000 36.

5 905 616.8 300 295 273.1 537.8 660834.5 461.2 965.7 357.8 142.7 497.2 314.3 265 22.4 5 6 4 2 3 1 Rank is India if Indian Company Country 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 Michelin Bridgestone Goodyear Continental Sumitomo Pirelli Yokohama Cooper Toyo Kumho Hankook Ohtsu MRF Cheng Shin Shanghai JK Industries Apollo Shangdong Triangle Liantes Shangdong Chengshan China Tyre Nizhnekamsksh ina Ceat BRISA (Bridgestone) Titan Modi Rubber Birla Tyre Total Industry France Japan USA Germany Japan Italy Japan USA Japan Korea Korea Japan India Taiwan China India India China Mexico China Hongkong Russia India Turkey USA India India 42 .5 1447.8 2193.3 330.8 11311 4334 3750 3005.4 1120.TRAINING AND DEVELOPMENT WORLD TYRE INDUSTRY World Rank Company Trunover (US $ million) 12916.3 12634.7 346.9 328 326.




The commercial production began in 1977 with an installed capacity of 420. today.80 crores.000 each of tyres and tubes. the company started incurring heavy losses. is India's premier tyre manufacturing company. the total accumulated loss suffered by the company amounted to Rs. The company commenced production at its first manufacturing facility located at Perambra near Cochin in Kerala in the year 1977. 27. The company's license was obtained in 1972 by Mr Mathew T Marattukalam. the company has created a niche for itself in the Indian tyre market. In 1974 the company was taken over by Dr. Jacob Thomas and his associates. determination and will to surpass all obstacles and emerge as a leader in the Indian tyre industry. The tyre project was implemented in 1976 in Perambra. The accumulated 46 . Apollo Tyres Ltd.TRAINING AND DEVELOPMENT COMPANY SCENARIO OVER THE LAST DECADE HISTORY The history of Apollo Tyres Ltd. is about a company’s passion. From the first year of operation. Kerala. After three decades of consistent growth. By 31 st October. Raunaq Singh and his associates. Apollo Tyres Ltd's history dates back to the early Seventies. 1989. Named after the radiant Greek Sun God Apollo.

TRAINING AND DEVELOPMENT loss was more than 3 times the equity share capital of the company which stood at Rs. As a result. 47 . a new vibrant team was developed with well-defined objectives in different areas of management. The new team slowly but effectively brought about a transformation in the operation of the company since 1984 the track record has been exceptional which is evident from the turnover record. TURNAROUND During the year 1982 and 1983 the company put a lot of emphasis on revamping the management set up through human resources development.75 crores at that time. 7.

TRAINING AND DEVELOPMENT BRIEF HISTORICAL HIGHLIGHTS 1974-1982. • • • • Introduced welfare measure.turbulent period. About 52 people were found not to do any work and just roam around. first phase. • • CEO was tough Productivity orientation came. • • • 1981 lot of in discipline Lock out declared Norms agreed upon to build 40 tyres. Discipline was causality IR became bad. 1982 onwards total thrust on productivity. welfare period by a CEO who joined from a public sector. marketing and management Government takes over 1981. 48 . • • Problem with product. new CEO decides that unless productivity improves there is no future. 1980-93.

of discipline and 49 . • • • CEO-open and understanding and a team Tried to buy peace many times Cost has become a major factor Quality became important due to liberalization and globalization 1998. 1999. What seemed a break through was diluted. • Baroda lock out as the management was about to achieve a break through in negotiations. Negotiations for long term settlement.TRAINING AND DEVELOPMENT 1994-new player. • • Management advised to go slow. short spell of lock out • • things became clear Workers understood the importance productivity to some extent.

The company has a large and wide domestic marketing network consisting of 97 offices.TRAINING AND DEVELOPMENT MARKET POSITION Over the last decade. Apollo is not just vying for numbers but considers being a significant global player as a challenge. The need for transition at Apollo arose primarily to the hindsight of the CEO which in turn was in response to the changing external situation. It has moved from being ‘One of the players’ to ‘A dominant player’. It aspires for the number 1 rank. which is presently occupied by MRF tyres. 2000 exclusive dealers and 1000 multi brand dealers. the company realized it is time to consolidate and move forward. 50 . Now it aspires to be internationally known. Apollo tyres launched its Kaizen range mainly to develop the multi brand dealer network offering them world class products. Apollo has been in transition. Seeing the domestic and foreign competition. The organization realized that the weak players will be forced to close down. It presently occupies the number 2 position in the Indian tyre industry. In 2002.

19 to 348.75.75 crores.TRAINING AND DEVELOPMENT MARKET SHARE (DOMESTIC) 1999-2000 MRF 19% VTL 6% Modi 12% TCIL 1% ATL 18% JK 14% GY 6% Ceat 13% Birla 9% Premier 2% Turnover As can be seen from the table. 5000 crores At 2004 prices 51 . Over the last 13 years the company has increased its turnover from 146. The company’s goal states:5YHK Achieve by 2007 A gross profit of Rs. 500 crores And a turnover of Rs. the turnover for the last financial year 2004-2005 was 1348. In the next five years the company aspires to reach the 5000 mark. a nine fold increase.

66 Net Profit (Rs.63 25.69 1.TRAINING AND DEVELOPMENT TURNOVER Year 1991-92 1992-93 1993-94 1994-96 (17 months) 1996-97 1997-98 1998-99 1999-00 2000-01 2001-02 2002-03 2003-04 2004-2005 Turnover (Rs.01 20.48 102.64 56.59 747. Crores) 18.24 25.79 15.19 1.68 40.77 360.36 14.80 15.19 152.348.88 49.151.78 4154 38.02 76.66 685.34 20.85 1.3 36.32 40. Crores) 14.77 63.365.36 33.2 274.07 33.06 52 .42 18.85 500.56 1.74 30.02 35.03 178.25 62.75 Gross Profit (Rs.38 16.413. Crores) 146.7 1.237.

Company reports.TRAINING AND DEVELOPMENT METHODOLOGY Sampling Technique A sample size of 40 was taken . • Latest books and magazines on HRD The Questionnaire The questionnaire consisted of 9 questions which were a combination of multiple and open ended questions. Internal – Information regarding the training policies and procedures was also obtained through personal discussions with trainers. house journals records etc.which consisted of 14 employees who were senior managers and above and 20 employees who were of the level senior officers to assistant managers Primary Questionnaire employees A questionnaire from various was levels designed and and administered to the training incharge professionals. 53 . and drawn various departments in the organization. Secondary This involved extensive research on apollo’s databases. senior managers and assistant managers. • Training / HRD manuals.

TRAINING AND DEVELOPMENT LIMITATION The topic was such that it required vast and thorough study necessitating complete enumeration of the organization and analysis of several issues that considerable time which was a major limiting factor. Collecting information from people during the working hours was also critical. the issue of confidentiality was a tough obstacle to conquer. Besides this. 54 . But finally persuasion won and the study was completed with a degree of comprehensiveness.

Module Introduction routing to be provided by the system Recording of Indusction programmes and attendees Recording of Training Details for each attendee Drawing up Introduction list from recruitment module Recording of Introduction and attendees Recording of Training Details for each attendee Sample Programme schedule Position chart Recording Format Recording Format Recording Format Recording Format 55 . the T&D process is evolving and undergoing many changes. New Recruits: New recruits go through an Induction programme Classroom Training exists for groups joining simultaneously (e. Currently. Process As Exists Today It Future Requirement Different -sameif System should provide ATL Give to I. This document provides the current process as it exists as well as the new process as it is envisaged by the Corporate T&D group. Currently) -same- Linkage from Recr. In Mkt.g.TRAINING AND DEVELOPMENT TRAINING & DEVELOPMENT AT APOLLO TYRES Training and Development (T&D)at ATL is classified for two categories of employees: New Recruits and Others.

collects sends these forms to Corp. HR Corp.TRAINING AND DEVELOPMENT II. jointly Only Needs Trng. HR copies each form onto format and sends it back to the appraiser for signatures Appraiser back Corp. HoD completes Needs’ and the which replace Identification Training Form an ISO ISO form. Other Employees: Training Needs Analysis – There are two kinds of training needs that for get all generated employees – Those that arise from the (Appraisal needs) after next bullet) Those that arise from Business (Business Needs) Marketing present. Training form. it HR Format -sameAutomatic -samecollation and needs planning collation Format batches for for deciding on 56 . Trng. and to HR sorts duly signed collates the sends Corp. completed rated and plan the ‘Identification of to data previous training identified training Appraisal Format Formats ISO Group Appraisal Trng (Detailed Sample Training Needs Sample Training Needs and Marketing programmes attended. in at Needs by System provide Appraisal Training The appraiser from cycle need and should complete Needs Analysis The appraiser at the end of the appraisal session. could the of Needs Action generated. analysed Corp.

to be handed over by the HoD. on training generated appraisal.) Calendar format Normination HR decides on of across for based needs in the HR the to send the System to generate letter nomination HR sends letters. addressed to the employee. -same-samefrom follow 3 -same-same-same-same-sameComplication feedback Average feedback scores of faculty records trigger out Snapshot history stored?? to be Training record format Training Card format faculty. and to be generated system highlighting training persons similar both calendar provided by HR training data.TRAINING AND DEVELOPMENT training needs. year Sample Letter list Nomination format HoD. grouped Not than a by number batches each subjects grades/loca tions etc. record and of Feedback format Action plant format Action follow through format plan nominees’ names to respective HoD’s and letters to nominees Training Session Training Held Feedback Trainee obtained Action through months Following updated: Training Record Training Card plan after programme nomination employees the Training Programmes. out of training for (e. company To be done based list by on of with needs. to be Nomination by training completed against past budget. updation system mails to be sent 57 . more ‘x’ from location.g.

similar to Training programme If average rating in feedback sheet is 4.2 or avove for normal programmes (or3.5 crosscheck Profile against template?? Initiate maintain company and and 2 Formats faculty record 58 . as of days by a against Parallel Processes 1. Number training completed company whole budget.TRAINING AND DEVELOPMENT Generation Training Does not present exist of Reports at Number training of days System generate reports to all Report format to be provided attended by given employee against given budget: Of 2 days per in per per of days by employee plants 7 2 days days employee in Mkt. the Concerned faculty member’s profile is -samesought In all cases faculty is first given a pilot Faculty card and faculty record to be created. In case of a -sameSystem to Profile format company. Vendor Selection The vendor training can be either for a -same-same- programes company or a faculty member. Number training completed give unit/location/depa rtment/group against budget. employee in Corp.

type card and training record. Parallel Process 2. faculty is finalised.TRAINING AND DEVELOPMENT for lab confrontational. Internal Faculty -sameMaintain records and prompt/suggest names compiling programme batches while of internal trainers Certification format (Trainer) Selection There is a ‘Train the Trainer’ which at programme results in a all process for -sane- certification theend. programmes). internal faculty 59 .

• To develop overall health and self reasoning functioning of of each employee in his/ her capabilities in the organization. • To develop the capacity expected future job/role • To develop a mutually supporting relationship between each employee and his/her supervision. They are as follows: • • Performance appraisal Suggestion scheme 60 .TRAINING AND DEVELOPMENT GOALS OF HRD SYSTEM AT APOLLO • To create on enabling and climate utilize that continuously of identity. • To develop team spirit and effective every subsystem of the organization. • To develop the capacity of each employee as an individual • To develop the capacity of each employee in relation his/her present job/role. The goals of HRD system at ATL are realized through various sub systems practiced on the company. nurtures the capabilities employees.

Training Objectives High premium is placed on training and development activities in the organization keeping in view the following objectives- 61 .high premium is attached to training activities. To meet the demands of competition. Merit is always recognized and given weightage.TRAINING AND DEVELOPMENT • • • • • • • • Training Awards Grievance procedure for the employees Incentive and reward scheme Employee participation Communication policies Socio cultural activities Employee welfare and quality of work life Training and Development Keeping in view the principle of Right person for the management position. ATL take adequate care while selecting the employee.

the required skills and knowledge. abilities and capabilities of the employees. ATL is relentlessly trying to materialize these objectives to the fullest extent TRAINING SET UP Main thrust areas of training • • • Management training in house External programs Overseas programs 62 . information.TRAINING AND DEVELOPMENT • To achieve systematic integration of organizations mission. training in the • To upgrade skills. • To assist the employees to function more effectively in their present positions by exposing them to the latest concepts. • To prepare employees the job meant for them while on first application. • To establish a distinctive work culture in the organization. techniques and developing the skills that would be required in the particular fields. • To meet the organizations need for success. on transfer or on promotion and impact to them . better performance and growth .

TRAINING AND DEVELOPMENT • • • • • Training of trainees Pre employee training scheme Apprentrenship training Vocation training coming from other institutions Other training programs Training policy Formulation of training policy Training and development function Responsibility of Training and development 63 .

5 Senior Mgr to Ass. Mgr.2 5-7 years 11 >7 years and above 18 Senior manager and above 14 Mgt Grad 10 26-34 years 16 Q.TRAINING AND DEVELOPMENT RESULTS Q.4 < 25 years 64 .1 < 5years 11 Q. Upgradation 1-26 2-9 3-5 Promotion 1-6 2-6 3-10 Future assignment 1-6 2-9 3-7 Training in allied fields 1-5 16 7 0 4 5 4 6 5 3 3 Senior Mgr and above 10 2 5 2 1 6 0 4 4 2 CA/ICWA 9 35-45 yrs 16 Others 10 >45yrs 8 Senior officer to Assistant manager 26 Q.3 Engg/PG 11 Q.

& above 5 Discussion with superiors Senior off to Ass.7 Senior manager and above Outbound (Mr. Internal audit = 10 = 3 65 . 0 0 Other s Senior Mgr. Santosh Babu) -Ranibhet 1. 7 11 Senior Mgr. Mgr. & above 0 Q.TRAINING AND DEVELOPMENT 2-9 3-19 Preparing for transfer 1-5 2-6 3-5 Develop specific abilities competencie s 1-8 9 10 2 5 3 5 0 9 3 1 2 3 2-16 3-11 Q. 4 10 Senior Mgr. & above 6 Job rotati on Senior off to Ass. & above 4 10 9 6 2 Training dept Senior off to Ass.6 Performance appraisal Senior off to Ass.M gr 14 19 Senior Mgr. Mgr. Mgr. Team building 2.

6. MDP Dr. Atraya’s (W/SH 4. 5. IT networking related = 5 = 3 = 3 = 3 = 3 = 3 = 3 Senior officer to assistant managers 1. Mgt. Team Building 11. Proj. Trg. None 4. LMI Trg. Compt. 6. Srivastava 9. Dr. (IIMA) 5. Factory orients 3. Plant orient 66 =3 =3 =3 = 8 =3 = 5 = 3 =3 =4 =3 =4 . Train the trainers 9. IIMA 10. Vision goals and values 8. Tech. Adventure in attitudes 2. Comm.TRAINING AND DEVELOPMENT 3. SCM Trg and IIMB 8. Proj. Mgt. Trg. None 7. Skills 7.

Mgt. For non fin. Senior Officer to Assistant Manager Improving performance Future growth Not at all Total 5 7 26 work 14 Senior and above 10 6 5 2 =3 =3 = 3 =3 Senior to assistant 4 4 3 6 Senior Manager and above 8 3 3 14 ANALYSIS AND CONCLUSION 67 . Best prac.8 Man days training’s 1-5 days 5-10 10 days or more None Q9. Inv. Fin. 14.TRAINING AND DEVELOPMENT 12. HRIS Q. 15. Benchmarking 13.

EDUCATION QUALIFICATION Senior officer to Assistant Manager Senior Manager and above .TRAINING AND DEVELOPMENT Q. WORK EXPERIENCE AT APOLLO TYRES 12 10 8 6 4 2 0 Less than 5 years 6-7 Years More than 7 years Senior officer to Assistant Manager Senior Manager and above Q. of employees 20 15 8 7 6 5 4 3 2 1 0 Engg.1.3./PG Mgt.2 DESIGNATION 30 25 No. Grad 68 CA/ICWA Others 10 5 0 Senior managerand above Senior officer to assistant manager Designation Q.

4.TRAINING AND DEVELOPMENT Q. AGE GROUP 14 12 10 8 6 4 2 0 Less than 25 26-34 Years years 35-45 Years Morethan 45 Years Senior officer to Assistant Manager Senior Manager and above 69 .

While senior officers to assistant managers feel that preparing for transfers is the second most important purpose of training senior managers and above feel that developing specific abilities/ competencies is the second most important purpose of training so a difference in perception exists here. 70 .TRAINING AND DEVELOPMENT Q.5 Purpose of Training Rank Senior officer to assistant manager Upgradation of abilities Preparing for promotions Preparing assignments position Training in allied fields Preparing for transfers Develop specific 2 2 for in future same 1 3 Senior manager and above 1 3 abilities/ competence It is seen from the analysis that both the levels of employees think that upgradation of training and training for allied fields is the least important.

5% Senior officer to Asstt.6 IDENTIFICATION OF TRAINING NEEDS PERFORMANCE APPRAISAL Senior Mgr. Mgr. 74.5% DISCUSSION WITH SUPERIORS Senior Mgr.TRAINING AND DEVELOPMENT Q. 64. and above 35. Mgr. and above 25.7% 71 .3% Senior officer to Asstt.

40% Senior Mgr. 66. and above 60% 73.63% of senior officers to assistant managers felt that discussion training with superiors is a method of identifying needs whereas 36. 40% of senior officer to assistant managers felt that training needs are identified by the training department and 60% of senior managers and above felt the same. 72 . Mgr.36% of senior managers and above felt the same.68% of senior officers to assistant managers felt that training needs are identified through performance appraisal whereas only 2.6.TRAINING AND DEVELOPMENT TRAINING DEPARTMENT Senior officer to Asstt.31% of senior managers and above felt the same.

As compared to this. The few that had attended. Atraya’s Workshop. Some of the other training programmes attended by them were ‘Train the Trainees’ and ‘Project Management at IIM Ahmedabad’ A few to IIM training programmes attended by Assistant Managers were ‘Project Senior Officers Management at Ahmedabad and MDP by Dr.TRAINING AND DEVELOPMENT Hence a significant difference in perception exists between the two levels when it comes to identifying training needs. had undergone a ‘Computer Training Programme’. Santosh Babu at Ranibhaet and Dr. A majority of the senior officers to assistant managers had not attended a single training progrmame. there were only a handful of senior managers and above who had not attended a single training progrmme. 73 .7 Training programmes attended The employees were asked to list any 3 training programme they had attended in the last two years. Q. Srivastava. Most of the senior managers and above remembered attending the ‘Team Building Exercise by Mr. The analysis also shows that none of the employees at both the such felt that after job rotation was a means of identifying training needs.

8 Man Days of Training 35% of the employees had attended upto 5 man days of training.1% of senior managers and above flet the same.2% of senior officers to assistant managers felt that the training they received helped them for future growth and 21. 25% of the employees had attended 5-10 man days of training. 20% of the employees had not attended a single man-day of training.TRAINING AND DEVELOPMENT Q. 19.5% were senior officers to assistant managers.4% of senior managers and above felt the same.9 How has the training provided helped you? 53. Out of this 71. 74 . Out of this 75% were senior officers to assistant managers and 25% were senior managers and above.5% were senior managers and above and 37.8% of senior officer to assistant managers felt that the training they received helped them to improve their work performance and 57. Q. Out of this 60% were senior managers and above and 40% were senior officers to assistant managers 20% of the of the employees had attended more than 10 man days of training. Out of this 62.5% were senior offices to assistant managers.5% were senior managers and above and 28.

it can be seen that both the levels felt that the training provided to them has helped them mainly in improving their work performance.9% of senior officer to assistant managers felt that the training did not help them at all and 21.TRAINING AND DEVELOPMENT 26.4% of senior managers and above felt the same. 75 . From this analysis.

Training should be given according to the job profile of the employees. e. should also concentrate on regular training evaluation. Every now and then the employees should be encouraged to identify their own training needs which would enhance employee morale and also shift the burden from the superior to the employee him self.TRAINING AND DEVELOPMENT RECOMMENDATIONS 1. Since a few employees felt that the training they had undergone in the last two years didn’t help them at all. Apollo Tyres Ltd. a feedback session should be made mandatory after every training session. 2. Whereas an officer level employee needs to enhance his computer skills. 76 . in order to ascertain whether the above idea behind the training programme had been accomplished or not. Rather than just investing money on various training programmes. 3. Managers should be made to attend more of team oriented workshops since they are required to work in teams.g. 4. Hence training programmes have to be designed accordingly.

77 . Efforts at all levels of the organisation are made to identify and meet the training needs of the employees. The training programmes usually provided valuable inputs to the trainees for performing present as well as future roles effectively. The training and development department takes into consideration the annual appraisal report of the employees for analysing the training needs. the The trainees timely performance during the feedback of both the trainers and the trainees helps in taking corrective action for future training programmes. Priority is given to ‘need base training’ which can have direct impact on the employees’ performance and improve work efficiency.TRAINING AND DEVELOPMENT SCOPE OF FURTHER RESEARCH The training needs analysis is the base for all training activities in Apollo Tyres ltd. This analysis has depicted what common training and development provided an techniques are adopted by from and has insight into the training and development system followed by Apollo Tyres Ltd. Also. at the end of each training session trainers impressions about the session should be recorded in a register which gives an weight training into period.

78 . Suitable strategies can be framed to develop a team of highly motivated and committed work force so that the company can make inroads into the international markets and build a favourable image there.TRAINING AND DEVELOPMENT But still much more can be done. The quest for improvement should never end as it is an endless journey.

Saiyadain Human Resource Management 2nd Edition Publishers – Tata McGraw-Hill. • V. Dubey – Management of Training and Development and Motivation Skills.K.TRAINING AND DEVELOPMENT BIBLIOGRAPHY • • • • Apollo Tyres. 79 .com Mirza Apollo Tyres Limited Induction Book HR.


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